Business operating models

Bogdan Ciocoiu

  • How to create a process architecture

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    A process architecture should turn an important management need into a controlled, usable artefact. To create it, define the decision it must support, gather evidence from accountable owners, structure the content consistently, test it against real scenarios and establish a review cycle. This artefact structures the organisation’s management, core and supporting processes. A useful process…

  • Why do businesses value a good scope statement

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    Businesses value a good scope statement when it helps leaders make faster, better-evidenced decisions and coordinate work across organisational boundaries. The artefact creates value only when managers use it to direct action, resolve trade-offs and maintain accountability. This artefact defines the organisational areas, services, locations, processes and systems included and excluded. A useful scope statement…

  • What are typical errors when creating an integration catalogue

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    Typical errors when creating an integration catalogue include unclear purpose, excessive detail, missing ownership, unsupported ratings, weak version control and no connection to a management decision. A useful artefact avoids these errors by defining its audience, evidence, governance and maintenance requirements from the start. This artefact records integrations, source and target systems, data flows, controls…

  • What is the structure of a risk log

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    The structure of a risk log should follow the decisions and behaviours it needs to support. A practical structure combines scope, core content, owners, evidence, status or measures, approval rules and a review history. This artefact records threats and opportunities, causes, impacts, controls, responses and owners. A useful risk log is not simply a completed…

  • How to create a target organisation structure

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    A target organisation structure should turn an important management need into a controlled, usable artefact. To create it, define the decision it must support, gather evidence from accountable owners, structure the content consistently, test it against real scenarios and establish a review cycle. This artefact shows future organisational units, reporting lines and leadership accountabilities. A…

  • What is the structure of a supply chain map

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    The structure of a supply chain map should follow the decisions and behaviours it needs to support. A practical structure combines scope, core content, owners, evidence, status or measures, approval rules and a review history. This artefact shows suppliers, subcontractors, dependencies, material flows and vulnerabilities. A useful supply chain map is not simply a completed…

  • How to create a capability dependency map

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    A capability dependency map should turn an important management need into a controlled, usable artefact. To create it, define the decision it must support, gather evidence from accountable owners, structure the content consistently, test it against real scenarios and establish a review cycle. This artefact shows relationships between capabilities and their reliance on people, processes,…

  • Why are control frameworks important for operating models

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    Control frameworks matter to operating models because they connect design intent with accountable delivery. They make boundaries, ownership, evidence and decision rules visible across functions that would otherwise optimise in isolation. This artefact defines preventative, detective and corrective controls across the organisation. A useful control framework is not simply a completed template. It is a…

  • The contents of a business operating model

    The contents of a business operating model

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    How to sequence the 21 dimensions of an operating model An operating model explains how an organisation converts strategy into reliable delivery. It connects capabilities, processes, governance, data, technology, people, assets and supporting services into one coherent system. However, organisations cannot design and implement every operating model dimension at the same time. Some dimensions create…

  • Why do businesses value a good risk and control matrix

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    Businesses value a good risk and control matrix when it helps leaders make faster, better-evidenced decisions and coordinate work across organisational boundaries. The artefact creates value only when managers use it to direct action, resolve trade-offs and maintain accountability. This artefact connects material risks to controls, owners, evidence and residual exposure. A useful risk and…