The journey from strategy to operating success depends on creating an organization that can deliver the chosen strategy. This book, explaining the Operating Model Canvas, shows you how to do this. It teaches you how to define the main work processes, choose an organization structure, develop a high-level blueprint of the IT systems, decide where to locate and how to lay out floor plans, set up relationships with suppliers and design a management system and scorecard with which to run the new organization. The Operating Model Canvas helps you to create a target operating model aligned to your strategy. The book contains more than 20 examples ranging from large multi-nationals to government departments to small charities and from an operating model for a business to an operating model for a department of five people. The book describes more than 15 tools, including new tools such as the value chain map, the organization model and the high-level IT blueprint. Most importantly, the book contains two fully worked examples showing how the tools can be used to develop a new operating model. This book should be on the desk of every consultant, every strategist, every leader of transformation, every functional business partner, every business or enterprise architect, every Lean expert or business improvement champion, in fact everyone who wants to help their organization be successful.
Andrew Campbell, Jo Whitehead, Marcus Alexander, Michael Goold
Almost all companies need a strategy at the corporate level that is in addition to the strategies for products or markets or business divisions. This book is for any manager with responsibilities for multiple business divisions. It is also for any student, advisor or more junior manager who wants to understand the challenges that corporate managers face and how they make decisions. The book will help answer two important questions that can only be addressed at the corporate level:
What businesses or markets to invest in, including decisions about diversifying into adjacent activities, about selling businesses, about entering new geographies or markets and about how much money to commit to each area of business.
How to manage the group of businesses, including how to structure the organisation into divisions or units or subsidiaries, how to guide each division, how to manage the links and synergies between divisions, what activities to centralise or decentralise and how to select and guide the managers of these divisioins.
In any career in business, chances are that the time will come when someone will ask you to do a strategy for something. Too often, this will be a cue for stress at work and sleepless nights.
What You Need to Know about Strategy shows that it doesn’t have to be like this. Taking you step-by-step through the basics of what you need to know to come up with a great strategy, it shows:
That getting the right answers depends on asking the right questions
Why priorities matter
How to map out your internal and external situation
How to deal with uncertainty
How to make tough choices
What your brain does while you’re doing strategy
By cutting out the theory, and focusing on the things you need to know and do to come up with a killer strategy, this book means that you never need to panic again.