In the realm of organisational change, Operating Model Design is a complex and pivotal endeavour that impacts the very core of how a business operates. Over the years, I've had the privilege of engaging with various organisations as a change catalyst, observer, and collaborator. I'm not just fascinated by the mechanics of change; I'm equally intrigued by the psychology that underpins it. Having been part of numerous end-to-end Operating Model design efforts alongside highly skilled professionals, I've come to appreciate the significance of considering the psychological dynamics of change.