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Author Archives: Andrew Campbell
The governance of design projects
I recently had an interesting conversation with Tom Cummins of PA Consulting about design governance. He is doing some research on different approaches to design governance with the idea of creating a framework for helping organisations choose an appropriate and … Continue reading
Process Maps vs Capability Models
Hans-Christian Grung-Olsen alerted me to an article in BP Trends by Paul Harmon titled Processes and Capabilities. So first to summarize Paul Harmon’s excellent article. He points out that a process is a sequence of work steps that produce some … Continue reading
Posted in Capabilities, Uncategorized, Value chain
Tagged capabilities, capability maps, processes, value chain analysis
2 Comments
Design Principles: how to manage them
I have already blogged on the topic of design principles: how to get good ones; more about design principles. But I was stimulated by some questions from Hans-Christian Grung-Olsen. Before I comment, let me clarify what I mean by “design … Continue reading
Thoughts about HR and Operating Models
I was stimulated by this “4 stages of HR maturity” graphic, which was shared on a LinkedIn post. I am not sure of the original source. There were more than 30 comments against the post, all of which were complimentary, … Continue reading
Supplier relationships
An important topic in any operating model design is the design and maintenance of good supplier relationships. The first step is to decide what should be done in house versus by suppliers. For this, use the “supplier matrix” tool. The … Continue reading
Posted in Supplier Matrix
Tagged Alliances, Joint ventures, Suppliers, The nine tests of organisation design
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Finance function operating model
I was recently asked to give some help to a team working on an operating model for their Finance function. The prime objective was to upgrade the function, so that it added more value and cost significantly less. The particular … Continue reading
Posted in Finance function, functional alignment, Value chain
Tagged Organisation design, process of design
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Ashridge on Operating Models 