Target operating model consultant

What’s the value

A proven target operating model consultant (TOM) gives organisations confidence that their planned changes are workable and scalable at an operational level. It allows organisations to test how well different solutions support the corporate strategy before committing to an implementation. A TOM is developed through an iterative modelling process based on participation by managers, supervisors and process experts within the organisation.

Why is it valid

Reports clearly show that organisations with a well-designed operating model consistently experience higher operational efficiencies and customer satisfaction. The majority of organisations fail to entirely implement their vision and strategic plan because they do not fully understand how the changes they plan to introduce will affect their current operating model.

What you will experience

The organisation’s vision and strategy are deconstructed and mapped onto the benefits expected to be returned from a change initiative. It is through properly implemented changes that the outcomes are translated into benefits.
As changed processes and behaviours have an impact, the current operating model adapts, sometimes causing unintended and unacceptable consequences. This emergent operating model needs to be compared to the planned target operating model consultant to ensure appropriate actions are taken.

The first steps are to identify and quantify the specific fundamental parameters (i.e. those factors in the environment that are the drivers of business performance) and build models showing how they interact and change as new levels of performance are introduced.

With this, the Board can analyse the alignment of the prospective project portfolio with its intended strategy, enabling them to confirm or modify it to achieve the operational performance needed.

How you might start

CITI leads target operating model consultant design interventions. These can last for a calendar year or more depending on the size of the planned change and its associated complexity and risks. It is not a continuous engagement, but rather a small number (three to four) of high intensity, high throughput interventions to provide the greatest value.

Working closely with often many stakeholders, we ensure that business processes are fit for purpose and aligned with the new strategy, with our focus on facilitating the speedy resolution of the many issues TOM implementations generate.

Example models, methods & tools used

Target operating model consultant
BIP
SIPP
Blueprint

Further reading

We also discuss proven target operating model consultant here:
http://www.citi.co.uk/diageo-translating-strategy-into-action/

Your thoughts?

What are your thoughts – do you agree with our approach, or do the symptoms sound like the ones you are experiencing in your organisation? We would love to hear from you either by adding a comment at the bottom of the page or by emailing one of our consultants at consultants@citi.co.uk – or call +44(0)1908 283610

Clients we have used this method for

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What’s the value

Stakeholders are key individuals involved in the execution and assessment of successful change. They are the driving political force behind change initiatives, projects and programmes. Yet, they are often overlooked by project managers.

The success and failure of projects is determined by the stakeholders’ perception of the projects’ outcomes. Many project failures stem from lack of genuine involvement or a failure to identify them at all. It is therefore essential to ensure comprehensive identification with analysis of needs and then the execution of management actions to ensure they contribute to project success.

Political collaboration creates a positive environment in which communication channels are kept open and free from distortions created by deliberate misunderstanding, the focus is progressive and future-oriented not reactive and putting out local ‘fires’.

Why is it valid

A stakeholder engagement plan is distinct from any other managed interaction that takes place with individuals as a consequence of executing the general project plan. An understanding of the political environment; who is a zealot, an ally, a waverer, and who an opponent, allows more effective management of scarce communication resources and matches the interaction with the stakeholder, leading to achieving a greater level of planned outcomes.

What you will experience

Using a suite of analytical and planning mechanisms, CITI clearly sets out the political landscape within which the project operates. Stakeholders as named individuals are clearly identified, their WIIFM established and the sources of power and political relationships understood in order to carry out appropriate strategies for true engagement. RACI models are also used to confirm governance structures and communication plans but stakeholder identification, planning and engagement are treated as a discrete topic.

How you might start

The known stakeholder environment will be described and populated by named individuals. The information required for analysing the needs (WIIFM) is identified and individuals are assigned to collect the necessary data. Additionally, a series of structured discussions will take place with known individuals to confirm details necessary for planning their optimal engagement.

Example models, methods & tools used

CITI models & methods
Structured interviews
Facilitated workshops

Clients we have helped realise this value

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What’s the value

Knowing the state of change readiness prepares the change leaders, change managers and change agents for the levels and types of acceptance and resistance they will encounter – offering them an opportunity to deploy the most appropriate tools and techniques, time and sequence the communication and change events better, and so reduce the cost and time taken to achieve a planned change.

Why is it valid

Successful implementation of change programmes is dependent on the readiness of the people, processes and systems of the organisation. Assessing readiness usefully precedes any major change initiative. Research has demonstrated in many studies the chances of success of a change initiative is influenced by knowing what the readiness of the organisation is, widely communicating the reasons why it the change is beneficial, and recognising before the event the likely sources and reasons for resistance.

What you will experience

The company receives a short, high impact consultancy providing a deep analysis of the change readiness of the organisation and its staff. The individuals are exposed to a series of self-assessment and 180 degree evaluations. These are then interpreted, benchmarked and used as evidence in a series of feedback sessions to senior management and change teams.

How you might start

When the change is likely to trigger emotional responses, when the change affects a large number of individuals, or crosses several internal organisational boundaries – there is a strong case for requesting a change readiness assessment.

Example models, methods & tools used

Change readiness assessments
Change management maturity model

Clients we have helped realise this value

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What’s the value

Organisations make selections between options on how best to invest their money, with choices theoretically directed by making optimum decisions by maximising return – of either money invested or strategic intent converted into operation reality. Realising benefits is the achievement of real value returned by focusing effort, activities, deliverables and governance on making positive changes in the way an organisation perfromas.

Why is it valid

Since the 1950’s benefits management has gradually matured into a discipline with a number of powerful tools to support management in establishing ‘line of sight’ between its strategic need and its delivered capability. There exists a ‘knowing-doing’ gap however, with good practices known but rarely applied effectively. It has been proved that given the right direction and impetus; this can be eliminated with governance focusing and gaining traction on the recovery of value from planned change.

What you will experience

The strategy of the company and the values associated with its deployment are set out, the information derived from document analysis, analysis of past and current expenditure, structured reviews of the corporate portfolio, and the views of policy makers and decision makers. This is collected, rationalised and mapped from strategic need to operational products and services – together with the practices and processes in use, needing to change, and those missing. With this ‘clear line of sight’ from Board intent to project deliverable, the design and implementation of the necessary projects and change initiatives is worked through with the PPMC, and where appropriate, with the portfolio and PMO management groups.

How you might start

Where frustration has been expressed by the senior management team that the current project portfolios are not delivering to their vision – there is a good case to invest in better benefit realisation processes. Lack of ‘lines of sight’ causes concern in governance groups and often leads to wasted expenditure – so reviewing the current set business cases and comparing them with the declared strategy can often expose a fault line that can be remedied by focusing on value delivered.

Example models, methods & tools used

BIP

Clients we have helped realise this value

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Sustaining and management of change

What’s the value

Making planned change ‘stick’ often proves harder than delivering the change. Embedding is the best way of getting back the investment made in a change initiative. Achieving embedded change means getting the stakeholders, the change managers and change agents to focus on creating the environment that makes the transition from new to business-as-usual compelling.

Why is it valid

The evidence against overly directed change – management of change driven from the top – as an effective model is overwhelming, as is the absolute necessity for there to be senior commitment to the change for it to work. The resolution of these two apparently contrary drives is to find ways of combining the organisational and individual drivers for management of change and making them synergetic rather than opposing giving rise to organisation-level change that encompasses the changes individuals make as they adjust their coping routines.

What you will experience

CITI approaches sustainability in two ways:

1. CITI ensures that people have the licence to do what needs to be done to make the change a reality in their working lives. The differing ‘leadership’ levels get supporting tools and are equipped with transitioning techniques. Change leaders, change managers and change agents are reminded of their success criteria and given ways to enact and measure them.
2. CITI develops from the ‘make it wanted’ phase of the change initiative a compelling story which is used to remind the organisation and the staff involved what good looks like and why what is happening is happening. The energy released is used to eradicate old unwanted behaviours and reinforce the new.

CITI absorbs much of the stress and tensions in transferring change into operations. Creating compelling stories, aligning the organisation and individual, and assisting personal change, all support the sustainability of the change.

How you might start

The trigger for engaging CITI is usually that the planning only includes implementation – the handover and warranty period – and there is no credible benefits realisation plan. In these circumstances the sustainability of change management within the organisation has become disassociated with personal or individual change mechanics and the projects objectives are likely to missed.

Example models, methods & tools used

OAFR: Observe – Act– Feedback – Reflect model
Management of change diamond
Storytelling

Clients we have helped realise this value

Further reading

We also discuss business transformation programmes here:
http://www.citi.co.uk/how-do-i-learn-more-about-change-management/

Your thoughts?

What are your thoughts – do you agree with our approach, or do the symptoms sound like the ones you are experiencing in your organisation? We would love to hear from you either by adding a comment at the bottom of the page or by emailing one of our consultants at consultants@citi.co.uk – or call +44(0)1908 283610

The post Sustaining and management of change appeared first on CITI consultancy solutions.