In my last article, I talked about some of the key aspects you must consider when defining a target operating model. In this follow up piece I have delved a little deeper and will look at how TOM initiatives can vary across different types of businesses; from large corporates to start-ups and government organisations.
Football, basketball and hockey are all popular team sports played around the world. All push the ‘team spirit’, play to win and watch the competition fiercely. They also have fans, enemies and investors watching and criticising their every move, pushing them to increase their performance at every single stage. To ensure they are achieving peak performance, the teams train hard day in and day out. They develop customised training programmes to enhance the unique skill sets of each individual, but understand that the overall performance derives from the individuals working together as a team. That’s why they implement and focus on team training, they ensure each member is working to the same framework, communicating on the same level and working together to achieve the same result. They understand that the combined effect is greater than the individual.
The same approach goes for businesses. While it’s important to nurture and enhance the unique skills of each individual, the greatest benefit will be seen when your team is trained as a whole. When they are working from the same framework, communicating on the same level and working together to achieve the same result.
The term Target Operating Model (or TOM) has been used a lot in many of the organisations that I have worked for all around the world over the years. Many 100s of millions of dollars in business change budget has been invested in these projects along with many 1000s of people, man hours and resources.
Having been involved in numerous initiatives, I’ve seen all manner of possible outcomes. Some have succeeded in delivering very beneficial outcomes for their organisations. Some have failed to deliver anything. There can be many reasons for this; they couldn’t raise the budget, they couldn’t get the buy-in needed from stakeholders, or they were based on the wrong motivations and outcomes to begin with. With this background in mind, I thought I’d share some insights from my experience around this discipline and try to answer to very important questions:
- What is the Operating Model?
- What is a Target Operating Model?
I will also describe how an organisation can really reap the benefits of a successful business transformation programme, or project, that is designed to deliver a Target Operating Model.
This week, EA Learning is proud to announce the latest course to be added to our expanded Architecture and Design training curriculum, Applied Operating Model Design. The course is authored by Julie Choo, an experienced Business Architecture practitioner and thought leader who has also delivered our Applied Business Architecture course over the years. Julie has been working on the course for a year or so as part of a book she is writing called the Strategy Journey which looks at the 5 keys stages of strategy development from defining a strategy to executing on that strategy.
Have you ever invested the time to work out what it is about yourself that got you to where you are today? Or taken it a step further and more importantly worked out what it is about yourself that will get you to where you want to be in the future? In a room full of competent business professionals, what makes you stand out? What is your point of difference? What is your Unique Selling Proposition?
At first, identifying your Unique Selling Proposition may seem relatively simple. You’re most likely well educated, have a desire to want more and have a grand ability to solve problems. But so does the person sitting next to you, and the person sitting next to them… so what is it that really makes you unique when it comes to the business world?
Trying to understand how you can integrate a data-driven vision into your strategic agenda? Or perhaps you understand the need for a data-driven vision but need some tools to successfully implement it in your organisation. In this article, I will closely examine 5 core factors for an organisation’s success or failure in the data-driven economy, some of which you may find surprising.
I had previously undertaken some reading in Design Thinking and started a MOOC on the subject which I didn’t complete, so I wasn’t going in completely blind but I wanted to see how this (concept, framework, method) would assist in my role as a knowledge manager. I think I came out with so much more…
Have you ever wondered how industry standard reference models come to be? At Enterprise Architects and FromHereOn we embrace and promote the use of reference models in jump starting the strategy and architecture efforts of our clients. We have adopted and adapted the likes of SCOR (supply chain), APQC (business process), BIAN (banking), EMMM™ (mining) amongst others in the interests of driving a consistent business definition across clients and solutions in given sectors.
In 2014, Enterprise Architects decided to empower organisations who were working to bring about a 100% renewable energy future. We provided our strategy and enterprise architecture services to climate leaders to rebuild and renew their organisations “better, faster, cheaper”. When the call out was made to the team to see who would be interested to donate their time and skills for a safe climate, we immediately had 12 consultants and managers putting their hands up to contribute, and others joined later.
The effort and enthusiasm that each person brought to the table reminded me what an amazing team we have working at Enterprise Architects and demonstrated the energy that is unleashed when a real opportunity to contribute is presented to people. I am proud to share the results of this project with the architecture community and I’d like to start back at the beginning, with motivation – where all good planning efforts start.
Good design is one of the core elements of the Enterprise Architecture discipline. I recently came across and was inspired by Mike Monteiro’s presentation at Webstock 2013. Mike’s presentation was a ‘call to action’ to designers of all walks of life to take their responsibility seriously and deliver good design. This caused me to re-visit a paper I presented some time ago at the Software Engineering Conference in 2010 that aimed to identify the principles of good design.