Author Archives: andrew campbell

About andrew campbell

Ashridge Executive Education Focus on strategy and organisation Currently working on group-level functions and group-level strategy

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 →

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

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 →

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

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

A KPMG framework

Posted on May 4, 2018 by andrew campbell

As readers of this blog will know, I am always interested in other frameworks (other than the Operating Model Canvas) because it is often possible to learn something or to see the same issues from a new perspective. So here … Continue reading →

Posted in Business model, OM frameworks | Tagged , , , , , , | 1 Comment

Operations Strategy Matrix and Operating Model Canvas

Posted on February 2, 2018 by andrew campbell

Last week I spoke at an interesting conference hosted by Loughborough.  It was to discuss their approach to operating model work – SOMS – standing for Service Operating Model Skills.  Also speaking were two consultants from OEE, who have partnered … Continue reading →

Posted in OM frameworks, Operating Model Canvas, Value proposition | Tagged , , , | 14 Comments

The forces that are driving operating model change

Posted on January 5, 2018 by andrew campbell

At various stages in the last few years I have had a check list of trends (mainly tech trends) that managers should be considering when they are reviewing processes or operating models.  Things like “automation” or “digitization” or “mobility” or … Continue reading →

Posted in Design tools | Tagged , , , , | 2 Comments

The impact operating model work has on strategy

Posted on November 6, 2017 by andrew campbell

I am working with a client at the moment on an “operational review”.  I am still at the “explain the methodology” stage:  one of my roles is to skill up the project team so that they can use the Operating … Continue reading →

Posted in Strategy | Tagged , , , , , | Leave a comment