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

Structure & Talent

Capabilities Governance Management Processes Technology Culture
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
Slidebooks 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).

The Operating Model and Organization Design Toolkit includes:

Tools
Frameworks

Templates

Support from Tier-1 Toolkit

Management
Consultants
Step-by-step Tutorials

Best Practices
Real-life Examples

5
Objectives
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates,
tutorials, real-life examples and best practices to help you:
• Make your strategy happen in order to boost your company’s performance

• Successfully implement an operating model and organization design initiative with our simple and comprehensive 3-phase approach: (I)
Carry out a Business Case for change, (II) Assess Current State & Design Future State, (III) Define Roadmap and Implement

• (I) Carry out a Business Case for change: (1) Business opportunity & suggested solution, (2) Project objectives, scope & approach, (3) Project
deliverables & business outcomes, (4) Strategic alignment, (5) Dependencies & constraints, (6) Risk assessment & mitigation, (7) Change impact
assessment, (8) Project costs, (9) Benefits, (10) Net present value, (11) Key success factors & KPIs

• (II) Assess Current State & Design Future State: (1) Capabilities, (2) Structure and governance, (3) Talent management, (4) Processes, (5)
Technology, (6) Culture, (7) Executive summary, (8) Updated business case

• (III) Define and Implement Roadmap: (1) Roadmap to reach the target state, (2) Governance of programs and projects, (3) Project initiation, (4)
Project implementation, (5) Post-project evaluation

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

Structure & Talent

Capabilities Governance Management Processes Technology Culture

7
3-Phase Approach
The Operating Model and Organization Design Toolkit includes a 3-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.

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Executive summary
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

8
Guide

You can use our deliverables directly for your own purposes. You’ll simply need to insert your logo and
adjust the slides based on the specificities of your organization.

Please note that our deliverables also include many slides with best practices, tutorials and real-life
examples to help you make the necessary adjustments based on the specificities of your organization.
These slides have an orange rectangle in the top-right corner. You may decide to delete these slides as
they are mainly there to help you fill in the rest of the deliverable. Before you do this, copy and paste this
document so you always have the original version in case you need it.

9
In the next slides, you’ll see a small preview of Phase I

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

10
 This Lean Business Case is very
Lean Business Case important as your CEO and senior
executives may not have time to deep
Project name: dive into more details. It is the first

Project description: section of the Business Case but is

often done at the end.

Project Costs Tangible Benefits Net Present Value

$4M $14M $8M

Cash Flow (US $ millions) 9.9 Change Impact

6.9

4.6

1.8

Year 1 Year 2 Year 3 Year 4 Year 5

(5.1)

Intangible Benefits Strategic Alignment High Impact

Insert your own text Insert the Strategic Objectives that the project is
aligned with

Number of Resources
12

Project Sponsor Project Manager Change Manager

John Doe John Doe John Doe

11
 s
hot
n s
ee
S cr

See below 4 screenshots from the Phase I.

Driver Tree Project Cash Flow

Simple Financial Model Sophisticated Financial Model

12
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

13
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

14
 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 Replace with Replace with Replace with Replace with
your own text your own text your own text your own text your own text

Description 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

15
 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:

Vision:

Core Capabilities Partnering and

Understanding Creating and going to market Leveraging
Innovating
consumers building brands with consumers global scale
and suppliers

Description Really knowing Launching and R&G with the aim Being the partner Operating as one
consumers, cultivating brands of advancing of choice by virtue company to
catering to their with powerful materials science of P&G's maximize buying
unmet needs and consumer value and inventing willingness to work power, cross-
designing solutions equations for true breakthrough new together on joint brand synergies,
for them better longevity in the products, but also business plans and development
than any marketplace. taking an and share joint of globally
competitor can. innovative value creation. replicable
approach to capabilities.
business models.

16
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

17
Potential Structure Options
We are considering 6 types of organizational structure for our target state

Functional Structure Product-based Structure Geographic-based Structure

CEO CEO
CEO

Battery North
Cars Solar Roofs Asia Europe
storages America
Strategy Production Marketing Sales
Strategy Strategy Strategy Strategy Strategy Strategy
Product Product Product Product Product Product
Marketing Marketing Marketing Marketing Marketing Marketing
Sales Sales Sales Sales Sales Sales

Process-based Structure Customer-based Structure Matrix Structure

(e.g. Products x Geographic-based)
CEO
CEO
CEO
Battery Solar
Cars
Urgent care Emergency care Inpatient care Storage Roofs
America
Exploration Refining Distribution
Human Resources Strategy Strategy
Finance Product Product Europe
Community Marketing Sales Marketing Sales
Relations Asia

18
Potential Structure Options
Zooming in on the Functional Structure

Appropriate for Advantages Disadvantages

• Organisations that sell a • Resource-efficient and • Less responsive and
low-price product and need maximises margins through adaptive to market and
to keep costs down leveraging economies of customer needs
• Organisations with stable, scale and functional • Hierarchy and bureaucracy
undifferentiated markets expertise can become rigid and
• Organisations with well- • Clear functional divisions stifling
understood customer drive strong accountability • Communication between
requirements and control by function divisions can be limited
Functional • Organisations with one or • Drives common standards, and inadequate, leading to
collaboration, specialism silo mentality
Structure two product lines
and attention to quality • Interdepartmental conflict
• Organisations with long within each function
product development can occur
• Supports common culture
lifecycles
and values
• Organisations where there
is minimal need for
interdependency between
functions

19
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

20
Table of Contents

Competency Management Recruitment Performance Management Leadership Development

Mentoring Reward and Recognition Reassignment or Succession Planning

Termination of Employment

21
Recruitment

Our new talent management practices will naturally help to improve our organization's reputation as a great
employer. One that treats its staff well, recognizes and builds talent, and provides advancement
opportunities.

Our competency management practices will also help us identify the competencies that we need to
successfully enable our strategy.

We will teach our managers to be “talent-minded” and keep an eye out for potential new team members,
and to be much more interested and involved in recruitment and hiring practices.

To facilitate and standardize the hiring process, we also created a Role Profile Template (see next slides)
that can be used across the organization.

22
For each role, we created a Role Profile to capture individual
responsibilities, accountabilities, metrics and reporting arrangements.
A Role Profile provides clarity on what is expected of people in specific roles.

The Role Profile helps to ensure that roles and expectations are clearly communicated and understood by everyone in
the organisation. Using a Role Profile Template to define roles also drives consistency in the articulation of roles across
the organisation.

In the next slide, you’ll see the Role Profile Template that we decided to create for our organization.

23
Role Profile Template
Enter the name of the Business Current Enter Change Canvas
Role Reports to Enter your own text Enter your own text
role/job title unit incumbent version & submit date

Role summary Key activities Key performance indicators Other comments

Insert in this box the key aspects of the role. Try to follow a logical sequence. If there is a Insert your own text Examples:
Ensure this is specific about the role and shared responsibility, mention it in brackets. Scope of the role: International, national
doesn’t describe general business For each activity, start with a verb, describe regional
deliverables. Focus on the outputs of the role what is done, and why it is done.
and the impact the role has on achieving Location: New York
business objectives.

24
Balanced Scorecard
Description
A Balanced Scorecard includes 4 perspectives

Perspective Strategic Objectives Key Performance Indicators Targets

Financial F1 - Insert text F1 - Insert text F1 - Insert text
To satisfy our shareholders, what F2 - Insert text F2 - Insert text F2 - Insert text
financial objectives must we
accomplish? F3 - Insert text F3 - Insert text F3 - Insert text
F4 - Insert text F4 - Insert text F4 - Insert text

Customer C1 - Insert text C1 - Insert text C1 - Insert text

To achieve our financial objectives, C2 - Insert text C2 - Insert text C2 - Insert text
what customer needs must we serve?
C3 - Insert text C3 - Insert text C3 - Insert text
C4 - Insert text C4 - Insert text C4 - Insert text

Internal processes I1 - Insert text I1 - Insert text I1 - Insert text

To satisfy our customers and I2 - Insert text I2 - Insert text I2 - Insert text
shareholders, in which internal
business processes must we excel? I3 - Insert text I3 - Insert text I3 - Insert text
I4 - Insert text I4 - Insert text I4 - Insert text

Learning & Growth L1 - Insert text L1 - Insert text L1 - Insert text

To achieve our “Financial”, L2 - Insert text L2 - Insert text L2 - Insert text
“Customer” and “Internal Processes”
strategic objectives, what does the L3 - Insert text L3 - Insert text L3 - Insert text
organization need to learn? L4 - Insert text L4 - Insert text L4 - Insert text

25
Balanced Scorecard
Description
Each perspective has specific Strategic Objectives, Key Performance Indicators & Targets

Perspective Strategic Objectives Key Performance Indicators Targets

Financial F1 Increase earnings per share F1 Net income per share (vs. last year) F1 +$100M
To satisfy our shareholders, what F2 Increase revenue per customer F2 Revenue per customer F2 $300
financial objectives must we
accomplish? F3 Reduce cost per customer F3 Cost per customer F3 $75

Customer C1 Insert your own text C1 Insert your own text C1 Insert figure
To achieve our financial objectives, C2 Insert your own text C2 Insert your own text C2 Insert figure
what customer needs must we serve?
C3 Insert your own text C3 Insert your own text C3 Insert figure

Internal processes I1 Insert your own text I1 Insert your own text I1 Insert figure
To satisfy our customers and I2 Insert your own text I2 Insert your own text I2 Insert figure
shareholders, in which internal
business processes must we excel? I3 Insert your own text I3 Insert your own text I3 Insert figure

Learning & Growth L1 Insert your own text L1 Insert your own text L1 Insert figure
To achieve our “Financial”, L2 Insert your own text L2 Insert your own text L2 Insert figure
“Customer” and “Internal Processes”
strategic objectives, what does the L3 Insert your own text L3 Insert your own text L3 Insert figure
organization need to learn?

26
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

27
Replace this text with the name of your key Process #1
Current state Demonstrated effectiveness: Low Medium High

Stakeholders Process steps (activities)

CEO Activity

Director
Activity Activity

Insert name
Activity Activity

Insert name

Insert name
Activity

Insert name

Insert name Activity

Key findings (e.g. pain points, areas of improvement): Insert your own text

28
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

29
Technologies required to fully enable our strategy

Big Data Artificial Intelligence Cloud Computing Cyber Security Blockchain Internet of Things

Digital Marketing 3D Printing Drones Robots Virtual Reality Augmented reality

30
Why are we considering Big Data for our organization?

Big data is a term that describes the large volume of data, both structured and unstructured, that inundates a business on a day-to-day
basis. But it’s not the amount of data that’s important. It is what organizations do with the data that matters. Big data can be analyzed for
insights that lead to better tactical and strategical decisions.

While the term “big data” is relatively new, the act of gathering and storing large amounts of information for eventual analysis is age-old.
The concept gained momentum in the early 2000s when industry analyst Doug Laney articulated the now-mainstream definition of big
data as the three Vs:

• Volume: Organizations collect data from a variety of sources, including business transactions, social media and information from
sensor or machine-to-machine data. In the past, storing it would have been a problem, but today, new technologies have eased the
challenge.
• Velocity: Data streams in at an unprecedented speed and must be dealt with in a timely manner. RFID tags, sensors and smart
metering are driving the need to deal with torrents of data in near-real time.
• Variety: Data comes in all types of formats, from structured, numeric data in traditional databases to unstructured text documents,
email, video, audio, stock ticker data and financial transactions.

The amount of data in our world is exploding and analyzing large data sets will become a key basis of competition, underpinning new
waves of productivity growth, innovation and consumer surplus, according to research by MGI and McKinsey's Business Technology
Office.

31
Examples of industries that use Big Data

Banking With large amounts of information streaming in from Education Educators armed with data-driven insight can make a
countless sources, banks are faced with finding new and significant impact on school systems, students and
innovative ways to manage big data. Big Data and curriculums. By analyzing big data, they can identify at-
Analytics help banks better understand customers and risk students, make sure students are making adequate
minimize risk. Big data brings big insights, but it also progress, and implement a better system for evaluation
requires financial institutions to stay one step ahead of and support for teachers and principals.
the game with advanced analytics.

Government When government agencies can harness and apply Health care Patient records. Treatment plans. Prescription
analytics to their big data, they gain significant ground information. When it comes to health care, everything
when it comes to managing utilities, running agencies, needs to be done quickly, accurately and, in some cases,
dealing with traffic congestion or preventing crime. But with enough transparency to satisfy stringent industry
while there are many advantages to big data, regulations. When big data is managed effectively, health
governments must also address issues of transparency care providers can uncover hidden insights that improve
and privacy. patient care.

Manufacturing Armed with the insights that big data can provide, Retail Customer relationship building is critical in the retail
manufacturers can boost quality and output while industry – and the best way to manage it is to manage
minimizing waste – processes that are key in today’s big data. Retailers need to know the best way to market
highly competitive market. A growing number of to customers, the most effective way to handle
manufacturers are working in an analytics-based culture, transactions, and the most strategic way to bring back
which means they can solve problems faster and make lapsed business. Big data remains at the heart of all
more agile business decisions. those things.

32
In the next slides, you’ll see a small preview of Phase II

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
Change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

33
A high organizational culture score correlates with high business
performance

Correlation between organizational culture score and company peer business performance

Indexed EBIT
Performance (1)

+1
Higher Performers
+0,8

+0,6

+0,4

+0,2

Average
Low
60 65 70 75 80 High
-0,2 85
Organizational
-0,4 Culture Score 2)

-0,6
Underperformers
-0,8

-1 “Middle of the
Road”

(1) Performance of 26 companies relative to EuroStoxx Sectorindex. Result > 0 means outperformance. Considered time interval: 10 years
(2) Results of an analysis of company values performance, researched jointly by BertelsmannFoundation and Booz & Company.

34
Our Target State can be summarized by 5 key Cultural Characteristics that
will help us deliver on our strategy

Insert your Insert your Insert your Insert your Insert your
own text own text own text own text own text

35
 Real-life example from a global
insurance company

Our Target State can be summarized by 5 key Cultural Characteristics that

will help us deliver on our strategy

Customer- Commercially
Agile Networked Bold
Centric Savvy

36
In the next slides, you’ll see a small preview of Phase III

Phase I: Carry out a Business Case for Phase II: Assess Current State & Design Phase III: Define and Implement
change Future State Roadmap

1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Governance of programs and projects
3. Project deliverables & business outcomes 3. Talent management 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology 5. Post-project evaluation
6. Risk assessment & mitigation 6. Culture
7. Change impact assessment 7. Overarching current state and target state
8. Project costs 8. Updated business case
9. Benefits
10.Net present value
11.Key success factors & KPIs

37
 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 Program Manager Program Manager Program Manager
Capability Structure & Governance Talent Management Processes Technology Culture
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

38
 Real-life example

Culture
Implementation Roadmap
Week

Owner Due date Status 1 2 3 4 5 6 7 8 9 10 11 …

Involve as many stakeholders as possible during the new

AD Mar 31 On Track
corporate culture design phase        
Present the new culture to the Leadership team AD Mar 21 On Track
       
Present the new culture to the managers Aurelien F. Mar 21 Done
   
Train the Leadership team members to become role models Christian G. Mar 21 Late
   
Train the managers to become role models George P. Mar 21 Done
   
Present the new culture to the entire company George P. Mar 21 On Track
   
Communicate regularly and effectively about the new culture George P. Mar 31 On Track

Insert your own text George P. Mar 31 On Track

   
Insert your own text Christian G. Mar 21 Late
   
Insert your own text George P. Mar 21 Done
   
Insert your own text George P. Mar 21 On Track
   
Insert your own text George P. Mar 31 On Track

Insert your own text George P. Mar 31 On Track

   

39
 s
hot
n s
ee
S cr

See below screenshots from Phase III

Overarching Implementation Roadmap in Excel Project Dashboard

40
Structure of the Toolkit
The Operating Model and Organization Design Toolkit includes 470 Powerpoint slides and 24 Excel sheets
categorized in 4 folders that you can download on your device immediately after purchase.

+
470 editable Powerpoint slides* 24 editable Excel sheets*

1 2 3 4

Overview and Phase I - Carry out a Phase II - Assess Phase III - Define &
approach Business Case for Current State & Design Implement Roadmap
Change Future State

*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 the understanding of our clients only count for 1 Powerpoint slide.

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Key Benefits of our Business & Consulting Toolkits

Improve the growth & efficiency of It’s like hiring Management

your organization by leveraging It cost us $1.7M to create all our Consultants to create all the
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Join the 200,000+ Executives, Consultants & Entrepreneurs already leveraging our
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