Andrew Campbell
@OperatingModels
Op models, biz models, strategy to ops, biz arch, org design. Course at http://www.hult.edu/exec/dom blog at http://ashridgeonoperatingmodels.com book at http://operatingmodelcanvas.com
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A moto in 1987 when I left the faculty of London Business School to set up the Ashridge strategy centre with Michael Goold was "no bosses and no subordinates"
it's ok to not want to manage other people and it's ok to not want to be managed by other people
Another valuable resource for #businessarchitecture practitioners: “Operating Model Canvas – Aligning Operations and Organization with Strategy” by @OperatingModels, Mikel Gutierrez, and @marklancelott. bit.ly/3whcA1j #bizarchbookshelf #bizarch
I am beginning to realize that clarity about who your customer is, even when you are working in a department inside a large organization, helps you work much better ... and is often a non trivial question. Look at your job description. Does it identify your internal customers?
Just donated to my nephew Oscar’s Marathon in aid of cancer research and in memory of my sister Harriet who is not longer with us gofundme.com/f/oscars-marat…
Just posted a blog on operating model design in the age of agility. Are these two concepts compatible? ashridgeonoperatingmodels.com/2021/01/09/how…
Spent two half days with a group of ITSMf members - that is service management people - discussing operating models. Very impressed with their interest in and grasp of the Operating Model Canvas.
Jeffries, All organizations carry deadwood/non-value adding activities, which is why "lean" has been so successful. Happy to explain why this happens, but it is a particular problem in HQ, and it is not just dead wood, it is also poisonous wood.
I've often wondered .... if you've been carrying 'deadwood'/non-value adding resources for all this time ... what have you been doing?
As companies look for cost savings, a good place to start is with headquarters. Cost cutting here can often stimulate savings in many other places. So review the design of your headquarters rdcu.be/b5L8Q
The wikipedia definition of the term operating model is worth reading. I have just done some edits to it, thinking about the student audience. en.wikipedia.org/wiki/Operating…
Hi all, I‘m allocating parking spaces for next term. If your car‘s over 4 years old in September you are no longer allowed to park on site. Cars over 5 years old are not allowed within a mile of the Academy. If you plan to buy a new car I can send you the approved list. Thanks x
Gunmen have attacked the stock exchange in the Pakistani city of Karachi, killing at least two security guards and a policeman. Special police forces deployed to the scene and in a swift operation secured the building, killing all four gunmen. apne.ws/R64q4vp
Well done Chris.
Pleased to have played a hand in making this happen. Curious about Org Design? Check out the new EODF website.
Well spotted Tim, I have stopped listening to BBC news because of its negativity and focus on the trivial.
Nissan chooses UK over Spain - doesn’t get headline treatment on #BBCR4today Nissan warns at danger of no deal with EU - gets headline treatment on #BBCR4today
Nice easy read article about operating model design from Berkeley Partnership. Doesn't say much about location or suppliers, but good on the process of design Adapting-your-Operating-Model-to-support-new-busin berkeleypartnership.com/news-and-views…
Rethinking Everything: Operating Model Canvas neverstop.co/rethinking-eve…
Just received an email from the Business Architecture Guild with information about new "industry reference models". I find it hard to get enthusiastic about industry reference models. Since every organisation is unique, the very concept seems wrong. What do you think?
I assumed that capability decomposition was the breaking down of a higher level into its components. But it can be the breaking down of a "group" into its different capabilities. Am I right Tim? Is there a way of signalling what is a group and what is a capability?
Also, although you might have 2 more more forms of Marketing, you would decompose one fully, then the second, etc, adding any additional capabilities as you go. E.g., there is lots of overlap between B2C and B2B Marketing, but both also have some unique capabilities.
Tim introduces the concept of "capability groups". I had assumed that a capability, such as "marketing management", would always involve the same bundle of resources to deliver. But a capability group, is a sort of container for capabilities that share some commonality.
You cannot really generalise around this. You would have to look at a particular model. They may just be using this as a group, with distinctions bing made at level 2. Or it might be inferred. A bit lazy, but they are contextual.
I have always been concerned about the tendency in capability modelling to use the same term, such as marketing management for two or more very different forms of marketing.
In a recent zoom discussion on capability modelling the over normalisation of capabilities came through as a key issue.
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