What is your approach for aligning your operations to strategy?
I-MORAN Consultancy’s Operating Model framework helps align operations with strategy, supporting you as you develop, deploy, evaluate, and realise your strategy objectives. At the strategy and planning phase, we work closely with your team to complete the business assessment as well as drive the business design and value design phase of the programmes. Companies with a capability driven strategy, achieve their desired outcomes by considering the WHAT, before drilling down to the HOW.
At the Strategy Execution phase, our Business Architecture team supports the articulation and assessment of your current operating model, helping to document key findings, challenges, and opportunities for improvement. Our team of experts also lead business change to design the business transformation roadmap that informs your Target Operating Model.
FAQs
What is an Operating model?
- An Operating Model focuses an organisation’s efforts on WHEN, WHERE and HOW a strategic plan is executed. It outlines how to deliver great value to your customers, partners, and other beneficiaries within and outside of the organisation.
- The model is a visual representation that depicts key components of the organisation that is important for the delivery of its value proposition and how these components integrate to deliver value to customers.
- An Operating Model journey starts with the design, development, evaluation, and deployment of your organisational strategy.
When do you need to review your operating model?
- Businesses review their Operating Model when there is a business or industry change i.e., regulatory change or innovation to the business model.
- Organisations often review their Operating Model due to the direct impact of a business or IT transformation.
- When the existing strategy is due for review and a new strategy is required to respond to on-going business changes.
Why do most operating model project fail?
- Having a misaligned Operating Model: While organisations continue to struggle with the symptoms of an underperforming Operating Model, business functions continue to work in silo, protecting their own department’s priority and avoiding accountability.
- If business functions could not get the budget, they require to execute the programme and as a result could not get the programme off the ground.
- If the programme could not get buy-in from the board, this could be because of failure to clearly articulate its benefits and expected outcomes.
- If programme was based on the wrong business drivers as a result of an assessment that was out of date or business outcomes that were no longer valid.
What is the relationship between business model & operating model?
- A Business Model without an Operating Model is unlikely to deliver the expected outcomes, its value proposition and will not succeed.
- An Operating Model is the backend of the Business Model and helps facilitate the implementation of the Business Model.
- A powerful and robust Business Model will use an Operating Model framework. Business Model is treated as inputs to the Operating Model design.
What is a Target Operating model?
- It is the future state of an Operating Model that has transformed from the current state. TOM provides a view of how an organisation should run at a future state, thinking through future capabilities as defined by the corporate strategy and design principles.
- To achieve a TOM the current Operating Model must change, requiring both a Business and an IT transformation effort that aligns to the strategic objectives outlined in the corporate strategy.
What are the elements of an Operating model?
Operating Model frameworks differ by industry but focus on the assessment of the following areas:
- Channels
- Customers
- Data
- Governance
- Location
- Organisation
- People
- Process
- Technology
- Products & Services
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