Category Archives: Operating Model Canvas

The Operating Model Canvas, Kaizen and Agile

This week I was in Bologna and Vicenza helping launch the Italian edition of Operating Model Canvas.  The translation and funding for the Italian edition was provided by Kaizen Institute: who support companies wanting to improve their operations.  I was … Continue reading

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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

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Operations Strategy Matrix and Operating Model Canvas

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

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Eleven visuals that communicate an operating model.

As some of you may know, I am writing a book on operating models, which will probably be called “Operating Model Canvas” – to connect with the “Business Model Canvas”.  I am also making this the center piece of my … Continue reading

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Another operating model canvas

I came across the following article on a site called “Community” run by a consulting company called Dynalucid.  It uses the business model canvas as a starting point for creating an operating model canvas for a function like IT.  My … Continue reading

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Wilson Perumal’s operating model?

If you have been reading this blog you will know that my definition of an operation model is PILOS – processes needed to execute the strategy, information systems needed to support the processes, locations and buildings to house the processes, … Continue reading

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The Operating Model Canvas

Remember you found it here first: The Operating Model Canvas. The idea is to build on the popular Business Model Canvas which does not flesh out the operating model to the level of detail that most leaders need. Half of … Continue reading

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