Adviser — Digital Operating Model
Norway·Public-Interest & Regulated Services·Public-interest services· Oslo·Posted 23 September 2026
Applications close 26 October 2026
Public-interest services organisation in Norway
Partner-sourced
Sourced through a partner search firm or the sponsor's own nomination committee, and verified before listing.
The problem this seat exists to solve
This advisory mandate addresses the organisation of digital work: ownership, prioritisation, funding, delivery and support. The aim is an operating model that can maintain and improve services continuously, rather than repeatedly handing unfinished responsibility from projects to operations.
Diagnose the current arrangement
Map decisions across business teams, technology, data, procurement and suppliers. Identify delays caused by ambiguous authority, conflicting priorities or fragmented funding. Examine whether service owners have the resources and information needed to be accountable for outcomes.
Design responsibilities
Recommend a practical allocation of product, platform and service responsibilities. Define how priorities are agreed, how investment decisions connect to capacity and how operational feedback enters the improvement backlog. Test the model against real decisions, including an urgent incident, a cross-service dependency and a proposal with uncertain benefits.
Test the proposed operating model against specific decisions: who funds a shared platform improvement, who resolves competing service priorities and who accepts an operational risk. If the answer requires repeated escalation to the most senior executive, the design may not provide workable delegation. The adviser should identify capabilities that must be built before responsibilities move and propose a transition that can be supported by existing teams. Avoid assigning accountability to roles that lack the authority, budget or information to exercise it.
Qualified candidates
Candidates should have designed and implemented digital operating models in complex service organisations. They need organisational judgement, financial understanding and experience working across professional boundaries. Familiarity with public-interest accountability is valuable; knowledge of fashionable team labels is not enough.
Implementation support and limits
The engagement should leave clear decision rights, a transition sequence and measures of whether the model works. Management owns staffing and execution decisions. Candidates should describe how they adjusted a proposed model when the organisation lacked the capability to operate it. Conflicts arising from current employers, consulting interests or suppliers must be reviewed.
Terms
- Where the board sits
- Oslo, Norway
- Applications close
- 26 October 2026
- Appointment
- Advisory engagement
Before you apply — an advisory engagement
No office of director, and no appointment formalities.
An advisory engagement creates no directorship in Norway. There is no registry filing, no regulator pre-approval, no residency arithmetic and no statutory director liability — which is why it is so often the right first step into a market you do not yet know.
- On this brief
- Independence
- Where the engagement specifies independence from any search that follows, that is a requirement of the engagement rather than a courtesy — an adviser to a board is not a candidate for it.
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