Author Archives: andrew campbell

About andrew campbell

Ashridge Strategic Management Centre Focus on strategy and organisation Currently working on group-level functions and group-level strategy

Comparing McKinsey’s procurement framework with the Operating Model Canvas

I have been reading a McKinsey article on procurement, titled “A next generation operating model for source-to-pay”, authored by Samir Khushalani and Edward Woodcock At the centre of the article is a “honeycomb” framework (see exhibit).  So I thought I … Continue reading

Posted in Operating Model Canvas, Procurement operating model | Tagged , | 2 Comments

How to identify use-cases for new technology

James McGovern asked an interesting question on LinkedIn: “What Methodology Should BA Use to Determine Applicable Blockchain Use Cases For Their Organization?”  In this sentence, BA means Business Architecture rather than British Airways!  It got me thinking – what methodology … Continue reading

Posted in Technology and operating models, Uncategorized | Tagged , , , | Leave a comment

Comparing Agile and Cross-functional Teams

I was reading a McKinsey interview with the head of the Rijksmuseum on the subject of Agile. For some time now, since a conference I ran in July on Agile and New Forms of Organisation, I have been trying to get … Continue reading

Posted in Agile and operating models | Tagged , , , , | 1 Comment

Yet another operating model framework

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, … Continue reading

Posted in OM frameworks | Tagged , , , | 3 Comments

BCG’s Agile Operating Model Framework

I am always interested in the frameworks used by consultancies because they are working regularly with clients, and, hence, should be learning the most about how to do operating model work.  So I eagerly read a BCG article by Miquel … Continue reading

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One of the problems with capability maps

Last evening I was with Alan Crawley of Optima Partners (specialists in marketing function transformation) talking about marketing operating models.  A most stimulating discussion.   Parallel to this I have been in a LinkedIn discussion with Peter Murchland about capability maps.  … Continue reading

Posted in Capabilities | Tagged , , , , | 3 Comments

Value Chain Maps

Over the years, I have become convinced that a value chain map is a more powerful and more easily accepted starting point, both in consulting and teaching, for operating model work (compared, for example, to a capability map).  This blog … Continue reading

Posted in Value chain | Tagged , , | 16 Comments