Programme
Benefits.
Why does a Target Operating Model help our clients?
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Turning a Vision into reality and executing a Strategy are amongst the most difficult things an organisation and its leadership have to do.This is particularly true when significant changes to the strategy or business model, driven by opportunities or challenges, must be achieved, for example, responding to a major change in the market environment, taking advantage of major new growth opportunities/new markets, building new capabilities and services, or leveraging new technologies.
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Carrying out a TOM project delivers “Programme benefits” to the organisation.
Collaboration
Benefits.
In addition, since the project engages and involves the organisation, it also delivers “Collaboration Benefits” to those taking part; this enhances the capability of the organisation and its ability to drive and deal with future change.
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​Developing a TOM supports the leadership of an organisation by systematically generating a comprehensive picture of the future and a roadmap of how to achieve it.
What is a Target Operating Model?​
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Turning a Vision into reality and executing a Strategy are amongst the most difficult things an organisation and its leadership have to do.This is particularly true when significant changes to the strategy or business model, driven by opportunities or challenges, must be achieved, for example, responding to a major change in the market environment, taking advantage of major new growth opportunities/new markets, building new capabilities and services, or leveraging new technologies.
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Carrying out a TOM project delivers “Programme benefits” to the organisation.
Existing Process
New Process
How do we do it?
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Organisations are complex systems and there are many frameworks and approaches to developing a Target Operating Model, depending on the challenges facing the organisation. At SH Management Consultancy we focus on a PTPO approach: creating a model with these elements
PROCESSES​
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Organisations are complex systems and there are many frameworks and approaches to developing a Target Operating Model, depending on the challenges facing the organisation. At SH Management Consultancy we focus on a PTPO approach: creating a model with these elements
TOOLS/TECHNOLOGY​
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The systems and infrastructure the organisation’s people use; this can include information technology and software, production equipment, plant and vehicles, etc.
PEOPLE
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The skills, capabilities, behaviours and culture of the organisation’s people.
PEOPLE
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The skills, capabilities, behaviours and culture of the organisation’s people.
ORGANISATION
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The structures, policies, governance and management systems used to control and support the Processes and People. Organisation also looks at management of performance and continuous improvement
GEOGRAPHY
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Multinational organisations will also address location and region-specific aspects of the model, giving a PTPOG approach
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SH Management Consulting Ltd begins Target Operating Model assignments by engaging with the organisation’s leadership in reviewing the Vision, Strategy, Strategic Essentials and Objectives/Targets. It is essential that these aspects are well thought through and “robust”. In support of this we assess the Balanced Scorecard and Business Model Canvas(es) for the organisation, and where these do not exist we will work with the leadership to generate them.
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To be most effective, a Target Operating Model programme should engage and involve a wide “slice” of the organisation from multiple levels in multiple functions. The programme must also leverage existing “good practice”, and operate within an effective Governance/PMO framework.
Bringing these elements together SH Management Consultancy consultants use a
Strategy Deployment-Hoshin Kanri approach, in a series of interactive workshops, to develop the initiatives and project required to re-engineer/develop the vision and detail for each part of the PTPO framework.
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Projects and initiatives are carried out by the organisation staff, led or coached by SH Managements consultants as required. The in-depth involvement of the organisation’s people ensures outputs are credible, comprehensive and “bought-into” by the teams; this is essential to support the Change Management activities which are a vital part of the programme.
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Outputs from the Operating Model re-engineering are reviewed via a Quality & Acceptance Review process, and then go on to Piloting or Quick Wins execution as required. The delivered model is then ready for implementation, which can be done with support from SH Management Consultancy Ltd. Ultimately a TOM programme drives readiness for transformation in the organisation.
