Operating Model and Organization Design Toolkit

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

Strategy
9

Operating Model and Organization Design

This is how you make the strategy happen

d k A Structure & k d Talent k d k d k

Capabilities Governance Management Technology Culture

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Introduction

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

Consultants after more than 3, 000 hours of work. It shares our combined
100+ years of experience advising executive teams around the world. It
->C 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 sales@slidebooks.com and
one of our ex-McKinsey, Deloitte & BCG Management Consultants will get
back to you within 2 business days.”
Aurelien Domont [Q
Management Consultant
Slidebooks Consulting Managing Director

2
This Slideshare PowerPoint presentation is only a small preview of our
Toolkit. You can download the entire Toolkit in PowerPoint and Excel at
www.slidebooks.com

Slidebooks Consulting
World’s Best Business & Consulting Toolkits

www.slidebooks.com
Context

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

A great operating model and organization design will help you:

• Make your strategy happen
• Boost your company’s performance
• Adapt to the 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, stowing down 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
Problem

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

However, survey respondents rated fewer than half of the reorganization efforts as successful. The
underlying reason for such a low success rate: all too often, the companies’ leaders relied on complex
organizational frameworks that have become outmoded and ineffective in today’s business environment.
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 the strategy of your organization happen (or your
client’s strategy if you are a management consultant). _

The Operating Model and Organization Design Toolkit includes:

Tools
Frameworks

w X
Templates

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1
Support from Tier-1 Toolkit
Management
Consultants
Step-by-step Tutorials
lit
Best Practices
Real-life Examples
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: (t) 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 Roadmap and Implement: (1) Roadmap to reach the target state, (2 Programs and projects governance, (3) Project
initiation, (4) Project implementation, (5) Post project evaluation
Framework
The Operating Model and Organization Design Toolkit focuses on 6 components that will help
you make your strategy happen

Strategy
a

Operating Model and Organization Design

This is how you make the strategy happen

A k A Structure & k A Talent k A k A k

Capabilities Governance Management Technology Culture

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3-Phase Approach
The Operating Model and Organization Design Toolkit includes a 3-Phase Approach that we built and refined over the past 20 years, by
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. You can simply leverage our work and customize it based on the specificities of your organization.
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11.Key success factors & KPIs

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9
Guide

You can directly use our deliverables for your own purposes. You’ll simply have 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 includes an orange rectangle on their top right corner. You may decide to delete these slides
as they are mainly here to help you fill in the rest of the deliverable. Before you do so, copy paste this
document, so you always have the original version in case you need it.
In the next slides, you’ll see a small preview of the Phase I

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8. Project costs i
8. Updated Business case
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9. Benefits
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10.Net present value
11.Key success factors & KPIs
5

11
 This Lean Business Case is very
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In the next slides, you’ll see a small preview of the Phase II

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

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17
In the next slides, you’ll see a small preview of the Phase II

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: Phase III: Implement
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Potential Structure Options
We are considering 6 types of organizational structures for our target state

Functional Structure
A r 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
Safes Sales Sales Sales Sales Sales
y v y V

Process-based Structure Customer-based Structure Matrix Structure

(e.g. Products x Geographic-based)
CEO
CEO
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Battery Solar
Cars
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America
Exploration Refining Distribution
Human resources Strategy Strategy
Finance Product Product Europe
Community relations Marketing Safes Marketing Sales
Asia
J v y v

19
Potential Structure Options
Zoom on the Functional Structure

Appropriate for Advantages Disadvantages

* Organisations which 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
drive strong accountability
understood customer •Communication between
and control by function divisions can be limited and
requirements
Functional •Organisations with one or •Drives common standards, inadequate leading to silo
collaboration, specialism mentality
Structure two product lines
and attention to quality
•Interdepartmental conflict
•Organisations with long within each function
product development can occur
lifecycles * Supports common culture
and values
•Organisations where there
is minimal need for
interdependency between
functions
In the next slides, you’ll see a small preview of the Phase II

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1
1 Phase I: Carry out a Business Case for Phase II: Assess Current state & design
: Phase III: Implement
A change future state
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1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
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2. Project objectives, scope & approach 2. Structure and governance | 2. Programs and projects governance
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21
Table of Contents
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Competency Management Recruitment Performance Management Leadership Development

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Mentoring Reward and Recognition Reassignment or Succession Planning
Termination of Employment

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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” managers 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 standardized the hiring, we also created a Role Profile Template (see next slides), which
can be used across the organization.
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.
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 by 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
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 11 - Insert text 11 - Insert text [1 - Insert text

To satisfy our customers and 12 - Insert text I2 - Insert text I2 - Insert text
shareholders, in which internal
business processes must we excel?” I3 - Insert text I3 - Insert text 1 3 - 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
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 11 Insert your own text 11 Insert your own text 11 Insert figure
To satisfy our customers and 12 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 1 3 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?

27
In the next slides, you’ll see a small preview of the Phase II

rQi

Phase I: Carry out a Business Case for 1 Phase II: Assess Current state & design
Phase III: Implement
change future state
A /
1. Business opportunity & suggested solution 1. Capabilities | 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Programs and projects governance
3. Project deliverables & business outcomes 3. Talent management | 3. Project initiation
I I j 4. Project implementation
4. Strategic alignment l 4. Processes j
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

no
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Replace this text by the name of your key Process #1
Current state Demonstrated effectiveness: Medium High

stakeholders

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

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Phase II: Assess Current state & design
1 L

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future state
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1. Business opportunity & suggested solution 1. Capabilities 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Programs and projects governance
3. Project deliverables & business outcomes 3. Talent management i 3. Project initiation
4. Strategic alignment 4. Processes 4. Project implementation
i l
5. Dependencies & constraints I 5. Technology 5. Post project evaluation
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6. Risk assessment & mitigation 6. Culture

7. Change impact assessment E
7. Overarching current state and target state
8. Project costs 8. Updated Business case
9. Benefits
10.Net present value
I
11.Key success factors & KPIs :

30
Technologies required to fully enable our strategy

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

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Digital Marketing 3-D Printing Drones Robots Virtual Reality Augmented reality

[=] A -V- I 1
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Why are we considering the Big Data for our organization? oJLo
CM}

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 ages 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’ve 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 has been 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.

32
Examples of industry using Big Data oJLo
7%
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 can implement a better system for
requires financial institutions to stay one step ahead of evaluation and support of teachers and principals.
the game with advanced analytics.

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

Manufacturing Armed with insight that big data can provide, Retail Customer relationship building is critical to the retail
manufacturers can boost quality and output while industry - and the best way to manage that 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. More and more manufacturers to customers, the most effective way to handle
are working in an analytics-based culture, which means transactions, and the most strategic way to bring back
they can solve problems faster and make more agile lapsed business. Big data remains at the heart of all
business decisions. those things.

33
In the next slides, you’ll see a small preview of the Phase II

rfUn
[tes a
/

1
1 Phase I: Carry out a Business Case for Phase II: Assess Current state & design
: Phase III: Implement
A change future state
f
A TA
1. Business opportunity & suggested solution 1. Capabilities | 1. Roadmap to reach the target state
2. Project objectives, scope & approach 2. Structure and governance 2. Programs and projects governance
3. Project deliverables & business outcomes ! 3. Talent management 3. Project initiation
4. Strategic alignment ! 4. Processes 4. Project implementation
5. Dependencies & constraints 5. Technology
i
I 5. Post project evaluation
I
6. Risk assessment & mitigation I 6. Culture E
J
7. Change impact assessment 7. Overarching current state and target state
i
8. Project costs 8. Updated Business case
9. Benefits
10.Net present value
i

11.Key success factors & KPIs

34
A high organization culture score correlates with a 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 Hl9h
60 65 70 75 80 85
-0,2 -
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 Bertelsmann foundation and Booz & Company
Our Target State can be summarized by 5 key Cultural Characteristics that
will help us deliver on the strategy

Insert your Insert your Insert your Insert your Insert your
own text own text own text own text own text
Our Target State can be summarized by 5 key Cultural Characteristics that
will help us deliver on the strategy

Customer Commercially
Agile Networked Bold
Centric Savvy
In the next slides, you’ll see a small preview of the Phase III

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Phase I: Carry out a Business Case for Phase II: Assess Current state & design
Phase III: Implement
change
TA
future state
r
1. Business opportunity & suggested solution i
1. Capabilities :
1. Roadmap to reach the target state
i
2. Project objectives, scope & approach 2. Structure and governance 2. Programs and projects governance
3. Project deliverables & business outcomes I: 3. Talent management 3. Project initiation
:

4. Strategic alignment 4. Processes 4. Project implementation

I
5. Dependencies & constraints i 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
I
*

11.Key success factors & KPls ; ;

i
 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
* CM: Insert name
* PM: Insert name
* CM: Insert name
* PM: Insert name
* CM: Insert name
* PM: Insert name
* CM: insert name
* PM: insert name
* CM: Insert name
* PM: 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
namej: name]: name]: name]: name]: name]:
* PM: Insert name
• CM: Insert name
* PM; Insert name
* CM: Insert name
•PM: Insert name
* CM: Insert name
* PM: Insert name
* CM: Insert name
* PM: Insert name
* CM: insert name
- PM: Insert name
* CM: Insert name
• SMEs: Insert names • SMEs: insert names * SMEs: Insert names * SMEs: Insert names * SMEs: Insert names * SMEs: Insert names

39
Culture
Implementation Roadmap
Week

Owner Due date Status 1 7 8 H

Involve as many stakeholders as possible during the new AD Mar 31

corporate culture design phase

Present the new culture to the Leadership team AD Mar 21

Present the new culture to the Managers Aurelien F. Mar 21 Done

Train the leadership team members to become role model Christian G. Mar 21 Late

Train the managers to become role model George P. Mar 21 Done

Present the new culture to the entire company George P. Mar 21

Communicate regularly and effectively on the new culture George P. Mar 31

insert your own text George P. Mar 31

Insert your own text Christian G Mar 21

Insert your own text George P, Mar 21

Insert your own text George P. Mar 21

Insert your own text George P. Mar 31

insert your own text George P, Mar 31

 I?

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Overarching Implementation Roadmap in Excel Project Dashboard

Project Das hboard \ T emplate P 1}

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Project Name Insert your own text
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Protect Manager Insert vour own text
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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 your purchase.

+ X

470 editable Powerpoint slides* 24 editable Excel sheets*

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

I *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.
Interested in more than 1 Toolkit? You can access to all our Toolkits for half the
price with the Gold Business & Consulting Package

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