Strategic

Research published in the CFO Magazine shows the percentage of people who understand their organisation’s strategy. It’s very low:
percentage of workforce that understands strategy 
 
71% of executives  
 
40% of middle management
  
3% of the rest of the workforce

It’s not too surprising then that so many strategies fail to be effectively deployed! What’s the position in your organisation? How well is the strategy understood by people? And is there a clear ‘True North’ that everyone is driving towards? Are the organisation’s business plans agreed using a catchball process, or are they simply imposed? Communication, buy-in and ownership are essential ingredients for success.If you’re serious about deploying your strategy you’ll also need drive. Focus, determination and energy are vital, but so too is the need for a systematic approach such as provided by Catalyst’s DRIVE model: 

  • In the Define phase, you’ve recognised where you want the organisation to be – its ‘True North’.
  • The Review phase provides a reality check assessing the organisation’s capability to achieve the change needed.
  • There are three parts to the Improve phase that look to prepare for the journey, shape and scope what needs to be done, and then implement the agreed actions and projects.
  • In Verify you are monitoring progress and performance against plan ensuring that you are on track.
  • And in Establish you ensure the gains made are held as you seek to embed the new ways of working into the organisation’s DNA.

We can help you develop and action the deployment plan needed.

Brendan McNulty, Vice President and General Manager for UK and Ireland, Johnson Controls, Building Efficiency

Brendan McNulty, Johnson Controls, Building Efficiency

See how Johnson Controls used Strategy Deployment to maintain their leadership in building technologies and services.

If you would like to find out more detail about this model and our approach, take a look at ‘Lean Six Sigma Business Transformation For Dummies’ written by some of our team, or contact Catalyst by phone or email.

 

Target Operating Model

What is it?

A Target Operating Model is a mechanism or model through which an organisation’s Strategy and Vision can be enabled, deployed and applied to the operation. Typically a TOM is a “future state” high-level operational design or representation of how the organisation and its processes can be structured to more efficiently and effectively deliver its value.

By developing and executing a TOM an organisation moves towards realising its Strategy in the real world; so a TOM can be considered as a transformation engine, enabling re-engineering and redesign of the organisation.

Target Operating Model

 

A TOM has no fixed format and can be described in a one-page document or in dozens of pages depending on the organisation, its needs and the desired level of detail.

How do we do it

Organisations are complex systems and there are many frameworks and approaches to developing a TOM, depending on the challenges facing the organisation. At Catalyst we focus on a PTPO approach: creating a model with these elements:-

  • Processes. The Value Streams and methods organisation uses to deliver Value and carry out its work. How do these processes interact, and what is the optimum architecture?
  • Tools/Technology. The systems and infrastructure the organisation’s people use; this can include information technology and software, production equipment, plant and vehicles, etc.
  • People. The skills, capabilities, behaviours and culture of the organisation’s people.
  • Organisation. The structures, policies, governance and management systems used to control and support the Processes and People. Organisation also looks at management of performance and continuous improvement.
  • Geography. Multinational organisations will also address location and region-specific aspects of the model, giving a PTPOG approach

Catalyst begins Target Operating Model assignments by engaging with the organisation’s leadership in reviewing the Vision, Strategy, Strategic Essentials and Objectives/Targets. It is essential that these aspects are well thought through and “robust”. In support of this we assess the Balanced Scorecard and Business Model Canvas(es) for the organisation, and where these do not exist we will work with the leadership to generate them.

To be most effective, a TOM programme should engage and involve a wide “slice” of the organisation from multiple levels in multiple functions. The programme must also leverage existing “good practice”, and operate within an effective Governance/PMO framework.

Bringing these elements together Catalyst consultants use a Strategy Deployment-Hoshin Kanri approach, in a series of interactive workshops, to develop the initiatives and projects Lean Six Sigma For Dummiesrequired to re-engineer/develop the vision and detail for each part of the PTPO framework.

 

Strategy Deployment is described in the book “Lean-Six Sigma Business Transformation for Dummies”, written by two of Catalyst’s directors.

 

Projects and initiatives are carried out by the organisation staff, led or coached by Catalyst consultants as required. The in-depth involvement of the organisation’s people ensures outputs are credible, comprehensive and “bought-into” by the teams; this is essential to support the Change Management activities which are a vital part of the programme.

Outputs from the Operating Model re-engineering are reviewed via a Quality & Acceptance Review process, and then go on to Piloting or Quick Wins execution as required. The delivered model is then ready for implementation, which can be done with support from Catalyst. Ultimately a TOM programme drives readiness for transformation in the organisation.

Why does this help customers?

Turning a Vision into reality and executing a Strategy are amongst the most difficult things an organisation and its leadership have to do. This is particularly true when significant changes to the strategy or business model, driven by opportunities or challenges, must be achieved, for example, responding to a major change in the market environment, taking advantage of major new growth opportunities/new markets, building new capabilities and services, or leveraging new technologies.

Carrying out a TOM project delivers “Programme benefits” to the organisation

In addition, since the project engages and involves the organisation, it also delivers “Collaboration Benefits” to those taking part; this enhances the capability of the organisation and its ability to drive and deal with future change.

Developing a TOM supports the leadership of an organisation by systematically generating a comprehensive picture of the future and a roadmap of how to achieve it.

Catalyst can help by:

  • Configuring and Planning this approach in detail
  • Provide World-class expertise and experience
  • Organising and Facilitating the Workshops
  • Train and Coach the constituent Project Leaders
  • Facilitate any unusually complex Workstreams and projects if and as required
  • Establish the appropriate review and governance structures
  • Plan and execute effective Change Management and communications to stakeholders

Catalyst’s experience and expertise in designing and leading TOM delivery ensures that programmes are effective, carried out at pace and meet their objectives.

Click here to read one of our TOM case studies.