Author Archives: Andrew Campbell

About Andrew Campbell

Ashridge Executive Education Focus on strategy and organisation Almost retired!

Doing “genuine” work and being “genuine”

Posted on November 11, 2019 by Andrew Campbell

I have always been a bit suspicious of terms like “authentic” leadership or “genuine” leadership.  So I was interested to read Travis Bradberry’s “12 habits of genuine people” in Forbes. I had two reactions.  First, there is some good stuff … Continue reading →

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A Critique of Deloitte’s Thoughts on Operating Models

Posted on August 7, 2019 by Andrew Campbell

I have just read one of the better articles on operating models.  It is from Deloitte, and it appears to describe their approach.  I recommend it to you because it is relatively easy to understand (if you skip over the … Continue reading →

Posted in Capabilities, OM frameworks | Tagged , , , , , , | 5 Comments

The role of operations in strategy

Posted on February 25, 2019 by Andrew Campbell

I recently enjoyed an article by Kevin Laczkowski and colleagues at McKinsey titled “Seeing your way to better strategy”.  It argued for four lenses to help you “see your way” forward – Financial, Market, Competitor and Operating Model. The thought behind … Continue reading →

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Comparing McKinsey’s procurement framework with the Operating Model Canvas

Posted on December 20, 2018 by Andrew Campbell

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

Posted on November 28, 2018 by Andrew Campbell

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 →

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Comparing Agile and Cross-functional Teams

Posted on October 22, 2018 by Andrew Campbell

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

Posted on September 6, 2018 by Andrew Campbell

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 →

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BCG’s Agile Operating Model Framework

Posted on September 3, 2018 by Andrew Campbell

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

Posted on June 14, 2018 by Andrew Campbell

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 , , , , | 30 Comments

Value Chain Maps

Posted on June 12, 2018 by Andrew Campbell

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 , , | 17 Comments