Operating Model and Organization Design Toolkit

Created by ex-McKinsey, Deloitte & BCG Management Consultants.

Strategy

Operating Model and Organization Design

This is how you make your strategy happen

Capability Structure &

Culture
Management Governance

Talent Development Processes Technology

Introduction

“This Toolkit was created by ex-McKinsey, Deloitte and BCG Management

Consultants after 3,000+ hours of work. It shares our combined 100+ years
of experience advising executive teams around the world. It includes all the
Frameworks, Best Practices & Templates required to successfully
implement an operating model and organization design initiative, and make
your strategy happen.
Leverage the know-how of ex-McKinsey, Deloitte & BCG Management
Consultants.
Join the 200,000+ Executives, Consultants & Entrepreneurs who are
already leveraging our Business & Consulting Toolkits to improve the
performance of their organization and boost their own career.
If you have any questions, send us an email at [email protected] and
one of our ex-McKinsey, Deloitte & BCG Management Consultants will get
back to you within 2 business days.”
Aurelien Domont
Management Consultant
Domont Consulting Managing Director

2
Context

In these times of economic turbulence, disruptive technology, globalization and unprecedentedly fierce
competition, having a great operating model and organization design is more important than ever.

A great operating model and organization design will help you:

• Make your strategy happen
• Boost your company’s performance
• Adapt to changing conditions
• Change the trajectory of your business
• Improve coordination and decision-making
• Improve risk management

Companies without the right operating model and organization design often experience the following challenges:
• Operational inefficiencies as people expend effort in areas not aligned with the strategic plan
• Ambiguity around accountabilities, roles and responsibilities, slowing the decision-making process
• Low interaction and integration between divisional units and functional areas, as it is unclear to people how they
should cross these implicit boundaries
• Increased or sustained operating risks due to the absence of clear principles, roles, responsibilities and processes

3
Problem

In a survey conducted by The Boston Consulting Group, almost 80% of the respondent companies reported
under-going a recent reorganization exercise (in about half of those cases, this was a large-scale,
enterprise-wide reorganization initiative).

However, the survey respondents rated fewer than half of the reorganization efforts as successful. The
underlying reason for such a low success rate was that all too often, the companies’ leaders relied on
complex organizational frameworks that have become outmoded and ineffective in today’s business
environment.

4
Our solution
Our ex-McKinsey, Deloitte and BCG Management Consultants decided to create an Operating Model and Organization
Design Toolkit that will help you make your organization’s strategy happen (or your client’s strategy if you are a
management consultant).

Best Practices Frameworks

Advice from
tier-1
Tools
Management What’s
Consultants
inside our
Toolkit?

Real-life Templates
Examples

Video Training
Step-by-step
Tutorials

5
Objectives
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates,
tutorials, real-life examples, video training, and best practices to help you:
• Make your strategy happen and boost your company’s performance
• Successfully implement an operating model and organization design initiative with our simple and comprehensive 7-phase approach
• (I) Carry out your Business Case for change: (1) Business opportunity & suggested solution, (2) Project objectives and key performance
indicators (KPIs), (3) Project scope, approach and high-level plan, (4) Deliverables, activities & key success factors, (5) Strategic Alignment, (6)
Value: project initial investment, project costs, additional revenue generated, cost savings, cash flows and net present value, (7) Ease of
implementation
• (II) Define your Operating model and Organization design: (1) Capability management, (2) Structure and governance, (3) Culture, (4) Talent
management, (5) Processes, (6) Technology, (6) Culture
• (III) List your Potential Initiatives for each pillar
• (IV) Create your Business Cases and Financial Models to assess your list of potential initiatives
• (V) Prioritize, Plan and Implement your Projects: (1) Project prioritization, (2) Business roadmap, (3) Governance, (4) Dashboards, (5) Project
implementation: Agile methodology, design thinking and traditional methodology, (6) Continuous improvement (7) Post projects evaluation and
lessons learnt, (8) Post program evaluation and lessons learnt
• (VI) Manage Change & Internal Communication: (1) Change management strategy, (2) Change management plans, (3) Implementation, tracking
and progress management, (4) Effective communication
• (VII) Stakeholder Engagement: (1) Stakeholder analysis, (2) Stakeholder engagement strategy, (3) Stakeholder engagement detailed plan

6
Framework
The Operating Model and Organization Design Toolkit focuses on 6 components that will
help you make your strategy happen

Strategy

Operating Model and Organization Design

This is how you make your strategy happen

Capability Structure &

Culture
Management Governance

Talent Development Processes Technology

7
Operating Model and Organization Design Toolkit - Structure
The Toolkit includes a 7-phase approach that we have built and refined over the past 20 years through constant trial and error. The good news is that you don’t have to waste
your time, energy and money going through that lengthy trial-and-error process yourself. You can simply leverage our work and customize it based on the specificities of your
organization.

I. Business Case for Change

Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
In the next slides, you’ll see a small preview of the Toolkit
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
Table of contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
Lean Business Case
Project name:
Project description:

Strategic Yes No

Net Present Value Alignment

$16.3M

Ease of
Value
Low Medium High implementation Difficult Intermediate Easy

Project Sponsor Project Manager Change Manager

John Doe John Doe John Doe

11
 Tutorial

Lean Business Case This Lean Business Case is a

summary of your business case. It is
Project name: very important, as your CEO and
senior executives may not have time to
Project description: deep dive into more details.

Strategic Yes No

Net Present Value Alignment

$16.3M

Ease of
Value
Low Medium High implementation Difficult Intermediate Easy

Project Sponsor Project Manager Change Manager

John Doe John Doe John Doe

12
Project Prioritization

Prioritization matrix

Priority 3 Projects
High (Actively work to ease the Priority 2 Projects Priority 1 Projects
implementation)
Project XYZ

Unattractive initiatives Priority 3 Projects

Value Medium Priority 2 Projects
(do not pursue) (pursue opportunistically)

Low Unattractive initiatives Unattractive initiatives Priority 3 Projects

(do not pursue) (do not pursue) (pursue opportunistically)

Difficult Intermediate Easy

Ease of implementation
13
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
We carried out multiple workshops, interviews and surveys to identify the
future state core capabilities required to implement our strategy

Our objectives were to:

• Identify the future state core capabilities required to implement our strategy
• Rate how we currently perform on these core capabilities
• Rate how we should perform on these core capabilities in order to successfully implement our strategy

To answer these 3 questions, we carried out:

• 10 [insert your own number] workshops with our executives and senior managers
• 100 [insert your own number] interviews with our executives, senior managers and employees
• 10 [insert your own number] interviews with external experts, tier-one management consultants and headhunters
• 2 surveys sent to our entire organization

We also analyzed:
• Multiple internal strategic reports (e.g., competitor analysis reports)
• Multiple external industry reports (e.g., Gartner reports, McKinsey reports)

15
To be able to deliver on our new strategy, we need to master 3 core
capabilities

Mission & Vision Mission:

Vision:

Core Capabilities

Replace with your own text Replace with your own text Replace with your own text

Description

Replace with your own text Replace with your own text Replace with your own text

16
 Additional template with 5 core
capabilities

To be able to deliver on our new strategy, we need to master 5 core

capabilities

Mission & Vision Mission:

Vision:

Core Capabilities

Replace with your Replace with your Replace with your Replace with your Replace with your
own text own text own text own text own text

Description

Replace with your own Replace with your own Replace with your own Replace with your own Replace with your own
text text text text text

17
 Additional template to express
your core capabilities

To be able to deliver on our new strategy, we need to master 3 [insert your

own number] core capabilities

Describe your core capability

Insert your core capability

Replace this text with your mission and/or

vision

Insert your core capability Insert your core capability

Describe your core capability Describe your core capability

18
 Real-life example from the
company Procter and Gamble

To be able to deliver on our new strategy, we need to master 5 core

capabilities

Mission & Vision Mission: To provide branded products and services of superior quality and value that improve the lives of the world's consumers, now and
for generations to come. As a result, consumers will reward us with leadership sales, profit, and value creation, allowing our people, our
shareholders, and the communities in which we live and work to prosper.

Vision: To be recognized, respected, and admired as the best consumer products and services company in the world.

Core Capabilities

Optimizing Supply
Understanding Creating and Leveraging global
Innovating Chain and
consumers building brands scale
Logistics

Description
R&G with the aim of Operating as one
Really knowing Launching and P&G has a
advancing materials company to
consumers, catering cultivating brands sophisticated and
science and inventing maximize buying
to their unmet needs with powerful efficient supply chain
single breakthrough power, cross-brand
and designing consumer value and logistics network,
new products, but synergies, and
solutions for them equations for true optimizing distribution
also taking an development of
better than any longevity in the and product
innovative approach globally replicable
competitor can marketplace availability.
to business models capabilities

19
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
 Workforce size breakdown by function

CEO

Strategy Production Marketing Sales

Full-time employees (FTEs) 80 80 80 80 50 30 80 80

Contractors 20 30 10 20 20 20 20 10
Total 100 110 90 100 70 50 100 90

Caption: Current State Target State

21
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
We considered 4 [insert your own number] of the most well-recognized
frameworks and models to assess our current culture

Denison organizational culture model Organizational culture inventory (OCI)

This model measures culture in four key areas: adaptability, mission, This tool measures behavior that members believe is required to fit into the
involvement, and consistency. It provides an understanding of how our culture organization, thereby meeting their needs. It helps identify the behaviors that are
relates to our business performance. currently expected, and the ones we want to encourage in the future.

Hofstede's cultural dimensions theory The Cultural Web Diagram

Originally created for national cultures, it can be adapted for organizational The Cultural Web Diagram is made up of six interrelated elements that make up
cultures. It allows us to examine our culture along dimensions like power the model of the work environment: Stories & myths, Rituals & routines, Symbols,
distance, individualism versus collectivism, and uncertainty avoidance. Organizational structure, Control systems, and Power structures.

23
Description of the Denison organizational culture model

Adaptability External Mission

focus
Patterns, trends, & market Direction, purpose, & blueprint
al Stra
tion te
y niza direc gic
i lit Orga rning
lea
tion
inten &
ab
t

M
pt

is
a

si
us
d oc

on
“Are we listening to the “Do we know where

G j ec
A rf

ob
oa tiv
e

ls es
m
to

&
us
marketplace? C
we are going?”

e g
chan

Visio
ting

n
Crea
Beliefs and
Flexible Stable
assumptions

integ ation &

nt e

n
werm

ratio
rdin
Empo

Coo
Involvement Consistency
Commitment, Ownership, Systems, Structures,
& Responsibility or Te & Processes

t
en
ie am
nt y

em
nc
at

re
In

io

Ag
n
e
vo

st
si
lv

n
em

Capa
“Are our people aligned deve bility value
s o “Does our system create
C
en

lopm
en t Core
t

and engaged? leverage?”

Internal focus

24
Description of the Organizational Culture Inventory (OCI)

Human Synergistics uses a Circumplex tool, called Organizational Culture Inventory (OCI), which
provides a way to see, measure and change the thinking and behavioural styles proven to drive the
performance of not only individuals, but also groups and organizations. It enables you to use a
common language and visual model for development across 5 levels:
• Individual: Thinking and behavioural styles of leaders and other key members
• Leader/Manager: Impact of leaders/managers on the styles of the people around them
• Group: Interaction styles of members of problem-solving groups
• Organization: Organizational culture in terms of values (ideal) and behavioural norms(current)
• Customer: Styles exhibited by service providers when interacting with customers

The Organizational Culture Inventory is one of the most widely used organizational culture diagnostic
tools.

The OCI frameworks was developed by Robert A. Cooke and J. Clayton Lafferty, the OCI provides an
assessment of the operating Culture in terms of the behaviors that members believe are required to "fit
in and meet expectations" within their organization.

This model measures 12 sets of behavioral norms associated with three general types of
organizational cultures:
1. Constructive culture: They are the organizations that encourage healthy interaction amongst
the employees.
2. Passive/defensive culture: In the passive culture, the employees behave in a way contrary to
the way they feel is correct and should be ideal way.
3. Aggressive/defensive culture: In the aggressive culture, organizations promote competition
amongst the employees. They encourage the employees to compete against each other so that
each one performs better than his fellow worker.

Source: https://www.humansynergistics.com/blog/constructive-culture-blog/details/constructive-culture/2020/09/15/there-is-a-right-culture!

25
Description of the Hofstede's cultural dimensions theory

Hofstede's cultural dimensions theory is a framework for cross-cultural communication, developed by Geert Hofstede. It shows the effects of a society's culture
on the values of its members, and how these values relate to behaviour, using a structure derived from factor analysis. Researchers assess individual cultures
on each dimension on a scale of 1-100. This allows for comparison of cultures based upon the individual dimensional scores.

LOW HIGH

Egalitarian Power distance Embraces hierarchy

Collectivist Collectivism vs. individualism Individualist

Comfortable with uncertainty Uncertainty avoidance index Uncomfortable with uncertainty

Nurture important Femininity vs. masculinity Power important

Traditional and short-term Short-term vs. long-term orientation Futuristic and long-term

Normative repression Restraint vs. indulgence Satisfaction is good

26
Description of the Cultural Web Diagram

The Cultural Web Diagram is made up of six interrelated elements that make up the model
of the work environment:
1. Stories and myths: These are the past events and people talked about inside and
outside the company. They reflect the core values and underlying assumptions of our
culture.
2. Rituals and routines: These are the daily behavior and actions of people that signal
Control Ritual &
acceptable behavior. This determines what is expected to happen in given situations,
system routines
and what is valued by management.
3. Symbols: These include logos, offices, titles, or even the type of language used, that
convey meaning about the organization.
4. Organizational structure: This includes both the structure defined by the organization
chart, and the unwritten lines of power and influence that indicate whose contributions
Organizatio
The Stories &
are most valued.
5. Control systems: The ways that the organization is controlled, including financial n structures paradigm myths
systems, quality systems, and rewards.
6. Power structures: The pockets of real power in the company. This may involve one or
two key senior executives, a whole group of executives, or even a department.
Power
Symbols
structure
By analyzing these elements, we can paint a picture of the shared assumptions and
'unwritten rules' that shape our behavior, perceptions, and attitudes within the
organization.

We can then compare this picture with our desired culture to identify areas of alignment
and misalignment. This gives us a roadmap for cultural transformation, guiding us in
changing the elements that don't align with our vision.

27
Based on our specificities, we decided to use the Organizational culture
inventory [insert the Tool you decided to choose] tool

Denison organizational culture model Organizational culture inventory (OCI)

This model measures culture in four key areas: adaptability, mission, This tool measures behavior that members believe is required to fit into the
involvement, and consistency. It provides an understanding of how our culture organization, thereby meeting their needs. It helps identify the behaviors that are
relates to our business performance. currently expected, and the ones we want to encourage in the future.

Hofstede's cultural dimensions theory The Cultural Web Diagram

Originally created for national cultures, it can be adapted for organizational The Cultural Web Diagram is made up of six interrelated elements that make up
cultures. It allows us to examine our culture along dimensions like power the model of the work environment: Stories & myths, Rituals & routines, Symbols,
distance, individualism versus collectivism, and uncertainty avoidance. Organizational structure, Control systems, and Power structures.

28
 Best practices

Based on our specificities, we decided to use the Organizational Culture

Inventory tool [insert the tool you decided to choose]

Denison organizational culture model Organizational culture inventory (OCI)

This model measures culture in four key areas: adaptability, mission, This tool measures behavior that members believe is required to fit into the
involvement, and consistency. It provides an understanding of how our culture organization, thereby meeting their needs. It helps identify the behaviors that are
relates to our business performance. currently expected, and the ones we want to encourage in the future.

The 4 companies will do a great job. The choice will depend

on the specificities of your organization

Hofstede's cultural dimensions theory The Cultural Web Diagram

Originally created for national cultures, it can be adapted for organizational The Cultural Web Diagram is made up of six interrelated elements that make up
cultures. It allows us to examine our culture along dimensions like power the model of the work environment: Stories & myths, Rituals & routines, Symbols,
distance, individualism versus collectivism, and uncertainty avoidance. Organizational structure, Control systems, and Power structures.

29
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
List of potential initiatives in Excel

31
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
Project Costs
Description

The Project Costs represent the ongoing amount of money that you will be spending each year. It includes the labour cost required to implement
the project.

33
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
 Governance model to define and implement our Target Operating Model
and Organization Design
Caption:
Executive Sponsor
PM: Project Manager
CEO CM: Change Manager
SMEs: Subject Matter Experts

Please note that a program portfolio includes

Program Portfolio Director multiple programs, and a program includes
Insert name multiple projects/initiatives

Program Manager Program Manager Program Manager Talent Program Manager Program Manager
Program Manager Culture
Capability Structure & Governance Management Processes Technology
Insert name
Insert name Insert name Insert name Insert name Insert name

Project [insert project Project [insert project Project [insert project Project [insert project Project [insert project Project [insert project
name]: name]: name]: name]: name]: name]:
• PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name
• CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name
• SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names
Project [insert project Project [insert project Project [insert project Project [insert project Project [insert project Project [insert project
name]: name]: name]: name]: name]: name]:
• PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name
• CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name
• SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names
Project [insert project Project [insert project Project [insert project Project [insert project Project [insert project Project [insert project
name]: name]: name]: name]: name]: name]:
• PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name • PM: Insert name
• CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name • CM: Insert name
• SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names • SMEs: Insert names

35
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
Executive Summary - Change Lean Canvas
Change Enter the name of the Business Enter Business owner Change Enter Change manager Submit Enter Change Canvas
Name change Owner name manager name Date version & submit date

Describe the change that is Why did we decide to do this Who will be impacted by this What will we do to prepare
happening change? change? impacted stakeholders?

Insert what the employee, customer or user Describe the rational behind the decision to do Insert the different stakeholder groups Insert what we will do to ensure proper
used to be able to do this change impacted by this change adoption of the change (i.e. communication,
training, pilot group,…)
Insert what the employee, customer or user
will be able to do with this new change

When will they be impacted by What are the business outcomes What are the business outcomes What are the next steps?
this change? we want to reach? we are reaching?
Insert date Insert the business outcomes we want to When available, insert the business outcomes Include the next steps if any
reach and their source

37
Table of Contents
I. Business Case for Change
Project objectives and Project scope,
Business opportunity Deliverables, activities Strategic Ease of
key performance approach and high- Value
& suggested solution & key success factors Alignment Implementation
indicators (KPIs) level plan

II. The 6 Pillars of our Operating Model and Organization Design

Capability Management Structure & Governance Culture

1. The importance of capability management 1. The importance of structure & governance 1. The importance of organizational culture
2. Desired capabilities 2. Structure 2. Current culture assessment
3. Current state and target state of each desired 3. Roles and responsibilities 3. Culture design principles
capabilities 4. Governance 4. Highest performing cultures
5. Workforce size 5. Desired culture
4. Gap analysis and action plan
6. Location model 6. Action plan
7. Progress monitoring

Talent Development Processes Technology

1. Identifying high-potential talent 1. Business Process Management Essentials 1. Design Principles
2. Individual development plans 2. Identification of Key Processes 2. IT Tools and Systems
3. Forming talent pools and leadership pipelines 3. Design Principles 3. Technologies
4. Current State and Target State 4. Implementation Roadmap
4. Blended learning for talent development
5. Implementation Roadmap
5. Talent mobility and career pathing
6. Employee retention strategies

III. List of Potential Initiatives for each Pillar

IV. Business cases and financial models to help us assess our list of potential projects
V. Project Prioritization, Business Roadmap and Implementation
VI. Change Management and Internal Communication
VII. Stakeholder Engagement
Stakeholder Engagement Strategy
Overview

In the context of a project, a stakeholder engagement strategy outlines how we will engage with our
stakeholders to achieve our project objectives.

A stakeholder engagement strategy can easily be defined by following these 4 steps:

1 List the stakeholders who can influence the project or be impacted by it

2 Map the stakeholders by leveraging our 2-by-2 matrix

3 Develop an engagement strategy for each stakeholder

4 Develop an engagement detailed plan for each stakeholder

Step 1: List the stakeholders who can influence the project or be
impacted by it

Stakeholders Stakeholder’s Influence Impact on Stakeholder

Insert Stakeholder Group name or Stakeholder name High High
e.g. Senior executives, managers, customer, team, shareholders, government Low Low
e.g. Suppliers, the press, the public, prospective customers, trade associations High High
Insert Stakeholder Group name or Stakeholder name Low Low
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name
Insert Stakeholder Group name or Stakeholder name

40
Step 2: Map the stakeholders by leveraging our 2-by-2 matrix (1/3)

Our high-level Stakeholder Matrix will help you manage your Stakeholders effectively by mapping
your stakeholders into 4 different quadrants:
• Monitor and Respond
• Keep Informed
• Collaborate
• Maintain Confidence

To identify in which quadrant your stakeholder belongs, you simply need to rate them based on
the following 2 dimensions:
• Stakeholder’s Influence (Extent to which this group or person’s buy-in is needed to move forward)
• Impact to Stakeholder (Extent to which the project will impact this group/person)

41
 Insert name
Step 2: Map the stakeholders by leveraging our Who must be in contact
Insert name
with each stakeholder?
2-by-2 matrix (2/3) Insert name

High
Maintain Confidence Collaborate
Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name
or Stakeholder name or Stakeholder name or Stakeholder name or Stakeholder name

Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name
Stakeholder’s or Stakeholder name or Stakeholder name or Stakeholder name or Stakeholder name
Influence
Extent to which this
group or person’s Monitor and Respond Keep Informed
buy-in is needed to
move forward
Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name
or Stakeholder name or Stakeholder name or Stakeholder name or Stakeholder name

Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name
or Stakeholder name or Stakeholder name or Stakeholder name or Stakeholder name

Low High
Impact on Stakeholder
Extent to which the project will impact this group/person
42
 John
Step 2: Map the stakeholders by leveraging our Who must be in contact
Jean
with each stakeholder?
2-by-2 matrix (3/3) Raphael

High
Maintain Confidence Collaborate

Executive Committee Senior Management Managers Customers of product A

Insert Stakeholder Group name Insert Stakeholder Group name

Shareholders Trade Associations
Stakeholder’s or Stakeholder name or Stakeholder name
Influence
Extent to which this
group or person’s Monitor and Respond Keep Informed
buy-in is needed to
move forward
Press Government Customers of product B Suppliers

Insert Stakeholder Group name Insert Stakeholder Group name Insert Stakeholder Group name
Government
or Stakeholder name or Stakeholder name or Stakeholder name

Low High
Impact on Stakeholder
Extent to which the project will impact this group/person
43
Structure of the Toolkit
The Operating Model and Organization Design Toolkit includes 600 Powerpoint slides, 20 Excel sheets and 35 minutes
of Video training categorized in 4 folders that you can download on your device immediately after purchase.

600 editable Powerpoint slides*

20 Excel sheets*

35 minutes of Video training

1. Overview and Approach 5. Business Cases and Financial Models

2. Business Case for Change 6. Project Prioritization, Business Roadmap and Implementation
3. Operating Model and Organization Design Pillars 7. Change Management & Internal Communication
4. List of Potential Initiatives 8. Stakeholder Engagement

*Please note that the number of Powerpoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a Powerpoint slide
that has been duplicated to facilitate our clients’ understanding only counts for one slide

44
This was just a small preview. Check our entire Operating Model and
Organization Design Toolkit by clicking here or on the image below

https://www.domontconsulting.com/collections/all-business-and-consulting-toolkits/
products/operating-model-and-organization-design-toolkit?variant=39698669469778

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