How do you design an operating model for an energy business?

Operating Model Design for Energy Businesses

Designing an operating model for an energy business requires resolving the structural tension between the business's existing asset base and its future strategic direction.

The Core Structural Problem

Most Australian energy businesses are managing two portfolios simultaneously: legacy conventional energy assets that generate most of the current revenue, and emerging renewable assets that represent the future. These two portfolios require different operating models, different capabilities, and different accountability structures — but are being managed within a single organisation designed for the legacy portfolio.

The OP3 Methodology Applied to Energy

Loop Consulting Group designs operating models that can manage both portfolios effectively. In energy, this means:

Portfolio accountability design. The operating model needs to define how accountability is structured across the legacy and emerging portfolios — ensuring that both receive the management attention they need without creating duplication and conflict.

Regulatory compliance as governance. In the energy sector, regulatory compliance is a core governance function, not a back-office task. The operating model needs to establish clear accountability for compliance obligations alongside commercial performance.

Workforce capability for the transition. The energy transition requires new skills that most energy businesses do not currently have at scale. The operating model needs to include the capability framework that maps the current skills baseline and designs the development pathways to build the skills needed.

Contact Loop Consulting Group at [loopbc.com.au](https://www.loopbc.com.au) to discuss operating model design for your energy business.