When doing a business transformation section, it is very often the need to create a functional operating model high on the agenda, to ensure a clear structure, and the specified role. However, mistakes made by many leaders think that the main function of the operating model is to develop the organizational structure, and everything else will fall into place. This is very short; There are many other elements that need to be considered to ensure the success and evidence of the future of the business.
Before you start the focus line on the organogram, which reports to whom or is responsible for certain activities, it is important to first determine what operating model and how it works. Although not including organizational reviews, it also needs to enter the structure, process, workflow, systems, people / cultural strategies, and roles and responsibilities.
I suggest leaders to start with the approach of 'inside-out' '. Think about how organizations interact with markets, customers and clients, and then review what makes sense strategically. Consider your business objectively and are there various ways to see it. There are many factors when playing - whether structured by the market, by customers, based on products, profits and losses, certain projects, functions, or matrices a number of these factors. What works for your business.
After this was established, then reverse the mind and consider business from the inside out. Take the time to think about how your operating model that is bespoke or 'working way' can produce a competitive advantage. For example, facing the market through product lines and not 'industrial industries', if this is contrary to the normal process, and will be the point of difference for your company. If there are no clear competitive advantages to do something differently, find out how you can do the same thing, but more effective and efficient.
After setting this, the next step is to determine the workflow process, data, and system what is needed to activate the operating model.
The matrix operating model becomes more commonly introduced, which, when done well, can help foster collaboration and seek input from various functions throughout the organization. But very often this matrix model falls because the process is possible, data and systems are not well defined, and those involved are not sure what they are doing. This can cause accountability 'perfect storms', fear, and unclear mistakes, and people retreat rather than leaning. By building KPI and communicating it effectively, this can be a successful system to be followed. It is also important to consider the mechanism for reviewing and discussing KPI and ideal results - this can not only be a set and forget.
When preparing the operating model, it is important to have all the leaders in the room mapping everything. But be sure to use the facilitator to keep everyone on track, ensuring that everyone contributes the same and manages difficult conversations objectively. At the end of the discussion, there must be a clear idea of what the operating model, taking into account the following checklist:
How do organizations handle the market - through product / industry lines?
What organizational structure is placed, which is responsible for certain responsibilities.
The process of what is needed is needed to streamline the workflow
What data and systems are important to allow processes
Which role includes what specific activities, and how does the process, system and data have? How is accountability enforced?
What behavior is needed throughout the team to facilitate the operating model
What mechanisms exist to ensure the discussion and increase continues and that there are review points
This is a useful guide to make decisions. During decision makers understand the importance of developing operating models that include organizational structures, but not exclusive to it, TR successful growth trajectory can be implemented, which is appropriate for the goals, measurable and aligned with the objectives
