Governance should not be bolted onto implementation. It should emerge from the design.

A high-level operational design must contain the reasoning pipeline from strategic intent to intended outcomes:
Strategic intent → expected benefits → assumptions → operational behaviour → measurement → decision rights → corrective action → verified outcomes

When that reasoning is embedded in the design, important governance properties begin to emerge:
Ownership becomes explicit.
Decision rights become clear.
Risks can be sensed earlier.
Operating tolerances can be defined.
Corrective action can occur at the appropriate organisational level.
Execution feedback can inform controlled adaptation.

The high-level design becomes more than a description of future processes and system configuration. It becomes the thinking fabric that connects strategy, execution, evidence and organisational learning.

Does your operational design explain who acts, on what signal, within what tolerance, to protect the intended outcome or does it stop at process and configuration

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