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© Ashridge Executive Education© Ashridge Executive Education
What should be the outputs of a high-level operating model project
© Ashridge Executive Education
High-level operating models
One page Operating Model Ten page Operating Model
The elements of the organisation that are most important for
delivering the value proposition.
The main operating activities that deliver the value proposition
Organisation chart
Processes
Information systems
Loca
tion
s
Supp
lier
s
Ma
na
gem
ent
sy
stem
Operating Model Canvas---------------------
Can do in a day Can do in a month
© Ashridge Executive Education
Detailed operating models
One hundred page Operating Model
One thousand page Operating Manual
Can do in a 6 months Likely to take more than a year
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint showing important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
1. Always include a strategy statement a value chain map and an organisation model
2. Include other frameworks, tables and charts depending on • The value proposition – what is important to the value
proposition• The difficulties you anticipate in delivering the strategy
– what is important to overcoming the difficulties• What guidance is needed by the functionally focused
teams (HR, IT, etc) who will do the more detailed work
How to decide what to include
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
1. Which stakeholders: making it clear which are “mission” stakeholders
2. How to “segment” the mission stakeholders3. What products/services/value propositions to each
“segment” 4. Which geographies5. Which channels6. Which sources of excellence or advantage7. What significant operating initiatives
A statement of strategy
© Ashridge Executive Education
IT Function
Line Manager
Employees in IT
Business UnitsOutsource Partners
Central Functions
Employees/Users
Software Suppliers
Hardware Suppliers
Stakeholder Map for an IT function
© Ashridge Executive Education
Stakeholder map for a regulator of qualifications
• Colleges and schools have a role in providing feedback to the Regulator on the outcome of marking and super-moderation.
• Purchasers enable AOs’ to operate in the marketplace (license to operate)
Government oversight
Government Departments
Qualifications Producers
We are accountable to the Government for
delivery of its statutory objectives and is reliant
upon its support and legitmacy
• Accountable to government oversight committee
• Needs to assure that it is effective, competent and delivers VfM
• In return, Government provides ongoing support and legitimacy
We implement Government qualification policy and
receive ongoing financial and Ministerial support
We regulate Awarding Organisations (AO’s)
to ensure that they are accredited to provide qualifications that are valid (purpose, use,
assessment and performance)
• Holds two-ways conversations with Ministers and government departments to advise and help implement policy
• Government provides direction, listens to advice and provides ongoing financial and Ministerial support
• Regulator authorisesAO’s to publish / deliver qualifications
• Regulator authorises, supervises and takes enforcement action against recognition and accreditation conditions
• AO’s assure Regulator that they are compliant with those conditions or evidence that they can be removed
End Users
• Regulates AOs to ensure that qualifications of use and of value for students
…
Students
We protect schools, colleges and training organisations by regulating AOs so that they
can be confident that qualifications are valid, fit for
purpose and of value
We protect end users by regulating AO’s so that they
can be confident that qualifications are valid – fit for
purpose, comparable and differentiate performance
• Regulates AOs to ensure that End users have a role in defining the purpose of qualifications with AO’s
We protect students by regulating AOs so that they can be confident that qualifications are
fit for use, and of value
PartnersThose whocontrol us
Those weinfluenceand advise
We collaborate with other regulators, research bodies and government agencies to
share information
• Works with Universities to conduct research
• Shares common goals with related government agencies
Tosecure(andwherenecessaryreset)the
standardsofqualificationsandassessments,and
promoteconfidenceinthemtosecurea
healthy,robustandefficientqualifications
system
Purchasers
Those we protect
Those we regulateThose we collaborate with
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
Examples1. The operating model should enable product and sales
resources to be marshalled in support of new growth projects2. The operating model should enable easy integration of
acquisitions3. The operating model should give priority to technical sales
capability over general sales skills4. …..
Tool for summarizing design principles
Design principles
Design principle Link to strategy Implications for design
Should enable resourcesto be marshalled to support growth projects
Growth into new markets and products
• Structure by growth projects?• Allocate growth projects to
business units?• Enhance planning process?
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
Suppliers
Organisation
Customer/Beneficiary
Value Delivery Chain(s)
Management System
The Operating Model Canvas
Locations
Information
© Ashridge Executive Education
Compensation and Benefits
Talent
OD
HR Consulting
HRStats
HRBPs
BU 1
BU 2
BU 3
Corp funct-ions
HR - example
IT function
ConsultantsRecruiters
© Ashridge Executive Education
Client (Relationships, Solutions, Negotiate, Admin, Deliver)
Open (Design, Market, Deliver)
House ( Design Solutions, Negotiate, Deliver)Qualifications (Design, Market, Admin, Deliver, Sales)
Research ( Design, Do Research, Publish)
Admin UK Mktg
UK Sales
Mid East S+MTailored courses and consulting
Open courses
Qualification coursesConferences and weddingsResearch
Associates
Hult Int’l Sales
HultServices
CRM database Booking
software
Website
BU structure
Ashridge - illustration
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
Open coursesTailoredQualificationsConferencesWeddingsResearch
All Value Chain Steps
Source of advantage
DesignBuild Clients Market Quote
/SellAdjust design Admin Deliver/
doFollow up
Issue qual
+ design
publish
Value propositions
A value chain map comparing chains
© Ashridge Executive Education
Open coursesTailoredQualificationsConferencesWeddingsResearch
All Value Chain Steps
Source of advantage
*
***
Problem/Opportunity
DesignBuild Clients Market Quote
/SellAdjust design Admin Deliver/
doFollow up
Issue qual
+ design
publish
*
* *
A value chain map comparing chains
Value propositions
© Ashridge Executive Education
Open coursesTailoredQualificationsConferencesWeddingsResearch
All Value Chain Steps
Source of advantage
*
***
Problem/Opportunity
DesignBuild Clients Market Quote
/SellAdjust design Admin Deliver/
doFollow up
Issue qual
+ design
publish
Combine/manage together
Link or standardise
Separate and manage by segment
*
* *
A value chain map comparing chains
Value propositions
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
Organisation Model
Head of structure
Operating Work
Policy e.g.
Core resource e.g.
Champion/Coordinate e.g.
Shared service e.g.
Lean/ Operating excellence
Key accountsFinance
HR
Research
Marketing
Finance services
HR services
© Ashridge Executive Education
People CultureCareersIncentives/ Value Prop
People Model – for Mark Warner
© Ashridge Executive Education
Decisions CEO Head of HR
Head of Mkg CFO BU MD
BU Sales
VP
Sales Targets I D R
Pricing for new customer I D/P
Marketing budget D I A
Product features D I
Salary structure D R/P
BU team appointments A I D
IT systems investment D I
etc
Decision Grid – using RAPID
© Ashridge Executive Education
Process owner grid – electrical equipmentValue Chain e.g------------
Org Units e.g
Design Buy Make Market Sell Etc
Product business units
Owner –manufacture
Selling unit by country
Owner –one process
R&D Owner
Purchasing Owner
Scheduling Owner -scheduling
Marketing Owner
Etc
Design Buy Make Market Sell Etc
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
Value Chain e.g------------
Org Units e.g
Design Buy Make Market Sell Etc
Product business units
Owner,Integ stand
Selling unit by country
Owner, Integ Besp
R&D Owner, Spec
Purchasing Owner, Integ Stand
Scheduling Owner,Integ Stand
Marketing Owner, Spec
Etc
Integ Stand = Integrated standard moduleERP Besp = Integrated bespoke moduleSpec = Special stand-alone application
Integrated into an enterprise solution
High-level IT Blueprint
Design Buy Make Market Sell Etc
Independent solutions
© Ashridge Executive Education
Is this a key activity in delivering value?NoH
ow g
ood
are
we
com
pare
d to
oth
ers? We do, if it does not distract We do
Outsource Design a collaborative agreement
Supplier Matrix
Yes
Bette
rW
orse
© Ashridge Executive Education
1. Statement of strategy2. Stakeholder map3. List of design principles4. One page operating model5. Value chain map6. Organisation model7. People models for important skill groups8. Decision grid for important decisions9. Process owner grid for important processes10. High-level IT Blueprint for important applications11. Locations footprint for important locations12. Supplier Matrix with a focus on collaborative partners13. Management calendar of important meetings14. Scorecard of projects and KPIs
A “10 page” output from an operating model project
© Ashridge Executive Education
ManagementProcesses
Jan Feb Mar Apr May Jun Jul Aug Sep Oct No De
Executive Committee and Board
EC ECB
EC ECB
EC ECB
EC ECB
ECB
EC EC B
Strategic Planning * *Budgets and Target Setting * *Performance Monitoring P P P P P P P P P P P P
People Review *Major Project Reviews MP MP MP MP MP MP MP MP MP MP MP MP
Continuous Improvement
Management Calendar
© Ashridge Executive Education
T ipo de proyecto: Proyecto: SELL OUTSIDE MÉXICO
Business Case Oportunity statement
Objectives Project scope
Team memberProject plan
Team Charter
GUACAMOLE BALANCED SCORECARD Updated:
MISION, VISION, VALUES PROJECTS KEY PERFORM. INDICATORSVISION WHAT MÉXICO OUT MEXICO
Division of Grupo Guacamole internationaly Sell 500 m€ outside Mexico in 2 years 1 Sales forecast Jon 1 Ander 1recognised for providing world class solutions,products and services for electrical network Sell 200 m€ in specials with 20% margin 1 Turnover Peter 1 Jon 1infraestructures. Specials Andr 1 Ron 1
HOW EBIT Derek 3 Casidy 3MISION Specials Jon 3 Mat 3
Create SSU (1 m€/y) 1 HeadWe are a Division of Grupo Guacamole that currently SSU + HR Risk Ron 1 Mat 1operates in the electrical distribution sector. New plant and lay outs (10 m€/y) 1 Head of We seek to provide solutions for our customers production Cost of poor quality Jon 1 Casid 3by incorporating high added value products and services. SAP (7 m€) 1 Heads of
IT & SSU Safety AndrLocal sales capabilities (3 m€/y) 1 Head of
VALUES salesRe adapt production lines to specials (2 m€) 1 Each BU
- Flexibility GM- Leadership Organization design clarification 1 HR- Support- Pragmatism Moving offices / office in the forest 1 HR- Innovation
1
FACTURACIÓN BAI
1 1
PREVISION VENTA RELACIÓN COMPRA-VENTA RIESGO
3 1 1
1 1
Nº NO CONFORMIDADES SEGURIDAD VENTAS NUEVOS NEGOCIOS
0123456
02468
10121416
ago. sep. oct. nov. dic. ene. feb. mar. abr. may. jun. jul. ago.
M€
Facturación Total FacturasDescuentos Anticipos nº meses
0
5
10
15
20
ago. sep. oct. nov. dic. ene. feb. mar. abr. may. jun. jul. ago.
nº NC producto nº NC servicio nº NC proveedor
Nº NC total Total acum. Previsto
012345678
Frec real Frec. acum. Frec prevista
nºac
cidn
etes
600700800900
1000
PV Costos totales Costos variables
k€/T
n
0
1
2
3
4
5
Millon
es
Ventas previstas Solar
Ventas previstas Barrera
Ventas reales Solar
Ventas reales Barrera
-300-200-100
0100200300400
Millares
BAIprevistosolar
BAIprevistobarrera
BAIrealsolar
BAIrealbarrera
0,0
0,5
1,0
1,5
2,0
2,5
sep.-14 oct.-14 nov.-14
Millon
es
Previsionventabarrera
Previsionventasolar
0,0
0,5
1,0
1,5
2,0
2,5
Millones
VentaSolarprev
Ventcarrextprev
VentaSolarreal
Ventcarrextreal
Fecha 02/09/2014
Sponsor Area ChampionProyecto Leader
Objetivo final 33 m€Previsión actual
Fase actual del proyecto Status
Monthly reportMikel Gutierrez Mikel Gutierrez
6 Francia. 11 Iberoamérica. 12 España. 13 Internac. Rafael Sevilla
1
What I did last month
What I will do next monthSponsors coments
Problems I cannot solveWhat I learnt
Planning
Scorecard