Whilst on my morning commute to the office the other day I was doing my usual scroll through my various media feeds and came across one of the most interesting articles I have come across this year from the HBR. It was pretty heavy going, especially before I’d had my morning dose of caffeine and for someone without any formal background in finance and economics, but there was some really powerful messages in the article, many of which are inherently linked to the challenges that disciplines such as Design Thinking and Human-centred design are trying to tackle.
In my last article, I talked about some of the key aspects you must consider when defining a target operating model. In this follow up piece I have delved a little deeper and will look at how TOM initiatives can vary across different types of businesses; from large corporates to start-ups and government organisations.
Some of you might remember Peter Senge’s great piece of work on the Fifth Discipline. It was one of the published works that first introduced me to systems thinking. One of the key topics from this piece of work was around complexity and how to deal with it. Dealing with complexity requires a shift in your mental model. A move away from concrete analytical thinking that is quite linear in nature, to more intuitive and abstract thinking that is more multi-dimensional in nature.
The term Target Operating Model (or TOM) has been used a lot in many of the organisations that I have worked for all around the world over the years. Many 100s of millions of dollars in business change budget has been invested in these projects along with many 1000s of people, man hours and resources. Having been involved in numerous initiatives, I’ve seen all manner of possible outcomes. Some have succeeded in delivering very beneficial outcomes for their organisations. Some have failed to deliver anything.
This week, EA Learning is proud to announce the latest course to be added to our expanded Architecture and Design training curriculum, Applied Operating Model Design. The course is authored by Julie Choo, an experienced Business Architecture practitioner and thought leader who has also delivered our Applied Business Architecture course over the years. Julie has been working on the course for a year or so as part of a book she is writing called the Strategy Journey which looks at the 5 keys stages of strategy development from defining a strategy to executing on that strategy.
Every year in Melbourne, January sparks the start of a series of sporting events that keep us entertained right the way through to March. From the end of December and throughout January we have had the luxury of an action packed schedule of Big Bash (20/20) cricket, the Australian Open tennis and after a bit of a lull in February, there is the Australian Grand Prix to look forward to in March.
Many C-Level executives are now facing a situation where the ‘traditional’ aspects of their role are being reshaped, or in some cases undergoing wholesale changes. From a CIO perspective, one of the fundamental challenges being faced is that the business is going direct to vendors to procure technology solutions for their business. A Logicalis survey reported recently that 31% of CIOs were bypassed on numerous occasions in technology purchases and over 90% were bypassed at least some of the time(1). So how can a CIO maintain their influence in today’s businesses?
While individuals may have different innate talents, the world’s most successful people have always been those who continually enhance their skills and develop instincts through countless hours of training.
Trying to understand how you can integrate a data-driven vision into your strategic agenda? Or perhaps you understand the need for a data-driven vision but need some tools to successfully implement it in your organisation.
Have you ever invested the time to work out what it is about yourself that got you to where you are today? Or taken it a step further and more importantly worked out what it is about yourself that will get you to where you want to be in the future? In a room full of competent business professionals, what makes you stand out? What is your point of difference? What is your.