At the risk of driving you all mad with different frameworks, I recently came across the following from Adrian Pedroi of Turner & Townsend:
What do I like about this? It incorporates “values, mission and strategy”, which is, of course, the starting point for all operating model work. It has more of a focus on people than most models. I particularly like the visuals against this part of the framework, which seem to give extra focus on individuals and on relationships. Those who have been on my course Advanced Organisation Design will know that my definition of good organisation is “capable people working well together”. I also like the balance of service, process and people, clearly the three most important ingredients in an operating model.
Where might I criticize? The framwork separates ‘services’ from strategy, which feels odd to me because I think the decision about what services or products to offer and which customers to serve is the guts of strategy work. This framework does give emphasis on services (or what the Operating Model Canvas calls “value propositions”). In other frameworks, this is often presumed rather than explicit. However, the customer or beneficiary is presumed (I assume part of strategy) rather than explicit. As I have often commented, a way of keeping the customer front of mind is helpful when doing operating model work.
My other criticism is that the processes bucket is a catch all for a lot of stuff. This has the advantage of keeping the framework down to three, but the disadvantage of mixing a lot of different stuff together under this bucket. It also means that location and suppliers are probably given less attention when teams are using this framework.
I have always been a bit uncomfortable with people, process and technology, the classic framework used by Business and Enterprise Architects. I have also criticized the Business Model Canvas categorization of Key Partners, Key Activities and Key Resources. This Turner & Townsend framework is, in my view stronger than both. Like the BMC it has a focus on services. But its language and focus on people is much better than the BMC’s unfortunate ‘resources’. The bundling of process and technology together may not be so mad in an RPA world where most process work is done by technology.
As always there is something to learn from everyone’s frameworks.