COO: “I am implementing a new system in order to change my Operating Model…”

A surprising number of companies are under the mistaken impression that by changing their core systems their operating models will magically be transformed.

It is no surprise that in most cases implementation of technology without a clearly defined operating model results in underwhelming deliveries that fail to deliver their stated (or not stated) objectives, lose confidence of business users and may perversely result in increased costs and reduced levels of control.

Operating Models are normally predicated on a business desire to achieve one or more of the following objectives:

Implementation of the correct systems should facilitate the above but on their own are not enough to deliver the transformation that the business is seeking.

At the root of the issue is the classic “IT tail wagging the business dog” syndrome with IT teams adopting a project mentality with insufficient involvement or engagement with the business.

Our consultants operating model experience covers both the technology and business side, hence we are uniquely equipped to deliver projects that meet stakeholders objectives. We see the big picture and can ensure that the relevant dots are joined between the IT / change function and the business to fully meet their requirements.

Previous engagements have covered full TOMs ( Target Operating Models) across trade and operations, also more specialised business functions such as risk management