Business operating models

Bogdan Ciocoiu

  • What are the contents of an information architecture

    —

    ,

    The contents of an information architecture should combine purpose, evidence, ownership, decisions and maintenance information. The artefact must help a reader understand what it covers, how to use it and what action follows when the position changes. This artefact organises the information required by users, processes and decision-makers. A useful information architecture is not simply…

  • What are typical errors when creating an issues log

    —

    Typical errors when creating an issues log 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 tracks problems that require resolution, escalation or executive intervention.…

  • Why are workforce plans important for operating models

    —

    Workforce plans 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 forecasts headcount, role demand, recruitment, redeployment and succession requirements. A useful workforce plan is not simply a completed template. It is a…

  • How a supply chain map adds value to business

    —

    A supply chain map adds value to a business by turning complex operating information into an agreed management tool. It can reduce ambiguity, expose dependencies, focus investment and connect strategic intent with daily delivery. This artefact shows suppliers, subcontractors, dependencies, material flows and vulnerabilities. A useful supply chain map is not simply a completed template.…

  • Why are capability gap assessments important for operating models

    —

    Capability gap assessments 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 identifies missing, weak, duplicated or misaligned capabilities. A useful capability gap assessment is not simply a completed template. It is a…

  • Why do businesses value a good continuous improvement plan

    —

    Businesses value a good continuous improvement plan 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 establishes review, learning, prioritisation and improvement cycles after implementation. A useful continuous improvement plan is…

  • What are the contents of an asset register

    —

    The contents of an asset register should combine purpose, evidence, ownership, decisions and maintenance information. The artefact must help a reader understand what it covers, how to use it and what action follows when the position changes. This artefact records physical, digital and operational assets, locations, owners, condition and criticality. A useful asset register is…

  • How a design decision register adds value to CXOs

    —

    A design decision register adds value to CXOs by separating material decisions from operational noise. It gives executives a traceable view of ownership, evidence, trade-offs and required intervention without forcing them to reconstruct the position from several workstreams. This artefact records significant operating model design choices and rejected alternatives. A useful design decision register is…

  • How to create a case for change

    —

    A case for change 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 explains the problems, opportunities and consequences of retaining the current…

  • Why are benefits realisation plans important for operating models

    —

    Benefits realisation plans 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 how owners will measure, deliver, track and sustain expected benefits. A useful benefits realisation plan is not simply a completed…