DRP Operating Model Discovery · nxzen

In support of DRP's success, and the team who make it work.

nxzen has engaged Opposite, an independent organisational psychology consultancy, to work with people across nxzen to build a shared picture of the Digital Reality Platform's (DRP) operating model: how the product is developed, sold, delivered and supported today, and what success looks like for it. This page explains what is involved and how your input will be handled.

Why we are doing this

A clear picture of today, and what success looks like

To build a shared understanding of the DRP's operating model today and what success looks like for the product, and identify what the business can build on to get there.

What we mean by "operating model" The way the product moves from idea to customer, and the human side of making that happen. It is about how the work runs around the technology, not the technology itself.
  1. DevelopedBuilding and improving the product
  2. SoldFinding and winning customers
  3. DeliveredSetting customers up
  4. SupportedKeeping customers running

Across every stage, we look at

  • Decisions
  • Hand-offs
  • Roles
  • Ways of working

The platform itself sits underneath. Its design, engineering and technical choices are outside this work.

What the discovery will do

  1. 01

    Understand how it works

    How the DRP is developed, sold, delivered and supported today.

  2. 02

    Describe it together

    Map how the product operates with people from across nxzen, including what success looks like.

  3. 03

    Agree where to focus

    The priority areas the business can act on.

This work is

  • Understanding how the DRP runs as a business today
  • About decisions, hand-offs, roles and ways of working
  • Hearing what success looks like for the product, from across nxzen
  • Built with people across nxzen
  • Independent and confidential
  • Findings that belong to nxzen

This work is not

  • A product roadmap
  • Designing or engineering the platform
  • Advice on technical choices, such as cloud platforms
  • Replacing the product and technical expertise in the team
  • A review of individual performance
  • A pre-decided answer

Independent. Opposite has no stake in any particular outcome. Our focus is on the systems, processes and conditions people work within, not on individual performance.

What happens

Five steps, from reading to findings

About eight weeks, from early October to mid November. The two steps in orange involve people across nxzen.

  1. Early OctoberWe read existing documentsWe are here
  2. Mid to late OctoberConversationsInvolves people across nxzenWe are here
  3. Late OctoberWe bring together what we have heardWe are here
  4. Early NovemberWorkshop with a small groupInvolves a small groupWe are here
  5. Mid NovemberWe work through the findings with nxzen leadershipWe are here

Dates are indicative.

Conversations

The conversations

We are speaking with a number of people across nxzen. Everyone sees the DRP from a different position, and we want to understand it from yours.

Three questions shape every conversation

  1. 01What is your role, and who do you work with?What a normal week looks like from where you sit.
  2. 02What does success look like for the DRP?From where you sit, and what would help it get there.
  3. 03What works well today, and what could be easier?Your view, in your words. There are no right answers.

Beyond those, we will follow topics suited to your role.

Where what you tell us in a conversation goes

Your conversationTranscribed only if you agree. We will ask at the start.
Our notesKept in Australia. Only the Opposite team can access them.
ThemesPatterns across many conversations. Never who said what.
FindingsTested with workshop participants, then worked through with nxzen leadership.

Your conversation, our notes and the themes are seen only by Opposite and stored in Australia. Only themes, without names, are shared: first with workshop participants, then with nxzen leadership as findings.

If you have been invited to a conversation
  1. You receive an introduction emailLetting you know the work is happening.
  2. Patrick or Nick from Opposite invites youTo find a time that suits you. 45–60 minutes, by video call.
  3. We talkNo preparation needed. Bring notes if you like, and ask us anything.
Workshop

The workshop

After the conversations, a small group from across nxzen, deliberately mixed across roles, comes together to test and shape what we have heard. Not everyone will attend.

  • LengthTwo hours
  • WhereOnline
  • WhenEarly November
  • InvitationFrom Patrick or Nick
  1. Before

    A short summary of the themes

    We send it ahead so you can read what we have heard. That is the only preparation.

  2. During

    Map it together on a canvas

    Using an operating model canvas, the group confirms the themes, corrects what we have got wrong and agrees what matters most. Patrick and Nick facilitate.

  3. After

    Priorities go to leadership

    The agreed picture and priorities go to nxzen leadership as the basis for next steps.

A group setting

Unlike the conversations, what you say in the workshop is heard by others in the room, which may include senior leaders. What you told us in your conversation stays confidential either way.

Not in the workshop?

Your view is still in the room. The themes the group works with come from every conversation.

Contacts

Who to contact

Contact Patrick or Nick with any questions about the work, the conversations, the workshop or how information is handled. Contact Shreya about times and arrangements at nxzen.

Opposite

Patrick McGrath

Head of Human Enablement · Lead

Registered organisational psychologist. Patrick leads the discovery and most of the conversations.

Opposite

Dr Nick Duck

Director

Doctor of organisational psychology with more than 18 years' experience. Nick oversees the work and co-facilitates the workshop.

nxzen

Shreya Pahwa

nxzen contact

Contact Shreya about times, arrangements and anything to do with taking part at nxzen.

What Opposite brings

  • Organisational psychologyThe people side of growth: roles, decision-making, workload and teamwork.
  • Human-centred designGrounded in how the DRP is actually sold, set up, delivered and supported.
  • Independent facilitationRoom for different views to be heard and worked through constructively.
  • Operating model experienceTurning complexity into clear ownership and practical next steps.