It’s no secret that Transformation programmes can be painful, expensive and often overrun. This is more likely when programme  objectives and the business design are unclear, 导致高级利益相关者之间的不协调. A well-defined Target Operating Model (TOM) helps deliver the business case and paves the way for future continuous improvement.


Often on IT-led programmes , the need for a TOM is appreciated too late. We’ve joined many programmes heading into testing and training, 不知道该测试或训练什么. 节目常常缩短设计阶段, trusting their business representatives to put the new processes in place without lots of documentation.

通过预先定义TOM, 你一定会达到既定的结果, 你的团队将知道他们需要做出哪些改变. The TOM needs to be simple, clear and easy to understand.


TOMs define how the organisation  will operate after the change is complete.

While business representatives are usually knowledgeable about their process areas, 函数之间的接触点不那么明显. Developing a TOM also gives the organisation a structured approach to work through these touchpoints and core business scenarios so it can understand how it will operate when the initiative goes live.

Our favourite  framework for a TOM breaks it down into four components:

  • 解决方案
  • 流程
  • 组织结构
  • 技能和能力

简单地说, 设计一种新的工作方式, you need to design each of these components and how they interact. The objective of the documentation is to align the programme  team and wider business to prepare for the change. 实际上,TOM是一种沟通工具. 如果大家对TOM有一个共同的理解, that alignment is easier to establish and ultimately easier to implement.


We’ve seen some programme teams struggle to know what that target is. This can be due to a lack of vision from the business or the volume of change in the organisation . The TOM documents the business design needed to deliver the stated benefits and govern the programme’s delivery. 在设计, 任何风险, 问题, assumptions and dependencies are circulated throughout the wider business to gather the support needed to address any gaps in direction.


A TOM defines the new ways of working for the parts of the business that are changing. One of the first steps in developing a TOM is to define the scope of the processes that are changing, often against the value chain (the end-to-end processes needed to run the operations). It’s critical that the business defines the processes needed to run the organisation  in the language that they use to talk about them, 这样每个人都能进入价值链.

The value chain should cover all the operational activities. So, when the value chain is marked with the programme scope, the organisation  clearly knows what is in and out of scope.


Just as the value chain needs to be in business language, so do the process maps. All too often, we’ve seen IT-led initiatives produce systems process maps, not business process maps. A business user should be able to read a process map and understand how they will carry out the process, the roles and systems involved and which parts of the process they support. The process maps should provide IT with the business context for how the technology will be used.


Large organisations are generally siloed and some of them replicate this way of working on their programme  teams. These teams produce process maps whose touchpoints have not been worked through or, 更糟糕的是, 进程只用于一个或两个函数. The function owning a process map needs to agree all the steps they have defined with ALL the other functions involved in the process. Along the same lines, a TOM cannot be defined for one function in isolation of the others. Each function depends on the others for inputs and outputs and the other functions need to sign up to provide them.


Once you have developed a TOM, developing the next one is that much easier. Recently, we worked on a project with a team who had just completed a Transformation. 在免费送彩金的白菜网共同工作的过程中, we were impressed with how well the team knew their business processes and the touchpoints with their colleagues’ processes. The design work that usually takes four to five months took only two. Since the team already had established relationships with the business, 开放式问题可以通过短信或电子邮件迅速得到回答. Here, the design work from the earlier Transformation established the foundation for the current one.


If you want to start realising  the benefits TOM could provide, you can use the following criteria to check if yours is on the right track:

  • Senior sponsorship: Has your senior leadership team bought into developing a TOM? 他们清楚自己的方法和角色吗?
  • Process scope: Has the business defined a value chain for your organisation ? 它是否被用来定义你的计划的范围?
  • Programme vision and key changes: Is the programme’s vision clear? Does the team and business know the changes the programme will be delivering?

The process of developing a TOM will align your organisation on the coming change. TOM will help the business own and embed your current initiative and establish a repeatable way of landing your next. 所以为什么不和汤姆交朋友呢?

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