Target Operating Model Design and Implementation
You're under pressure. Stakeholders expect transformation, but the path forward isn't clear. Initiatives stall, alignment falters, and operating models fail to deliver. You need more than theory-you need a proven, systematic way to design and implement a Target Operating Model that works. Without a coherent blueprint, even the most strategic vision collapses under operational complexity. Teams work in silos. Costs creep. Execution lags. You’re not just delivering a project-you're responsible for organisational resilience, agility, and measurable results. This changes with the Target Operating Model Design and Implementation course. It’s not about abstract frameworks. It’s about creating a living, funded, board-ready operating model in as little as 30 days-complete with governance, capabilities, resourcing, and performance metrics. One global banking transformation leader used this exact methodology to align 12 departments under a single operating model, reducing redundancies by 27% and accelerating post-merger integration by 40%. Their proposal was approved at the first executive review. This course equips you with the mindset, tools, and structured process to lead operating model change with confidence-not hope. You’ll walk away with a fully articulated Target Operating Model tailored to your enterprise context. Here’s how this course is structured to help you get there.Course Format & Delivery Details Self-Paced. On-Demand. Built for Real Professionals.
The Target Operating Model Design and Implementation course is designed for senior consultants, transformation leads, operations directors, and enterprise architects who need results, not filler. This is a self-paced program with immediate online access. There are no fixed dates, no scheduled sessions, and no artificial time constraints. You can complete the course in 25–30 hours, with many learners applying core components to live projects within the first 7 days. The fastest results? A project lead at a multinational FMCG company delivered a draft Target Operating Model to their C-suite in 12 days. Lifetime Access. Zero Future Costs. Always Up to Date.
Enrollment grants you lifetime access to all course materials. You’ll receive ongoing updates as industry standards evolve-all at no extra cost. This is not a static resource. It’s a living curriculum reflecting current best practices in operating model transformation across regulated, complex, and global enterprises. Full Instructor Support & Expert Guidance
You’re not alone. The course includes direct guidance through structured support pathways. You’ll have access to expert-designed templates, decision matrices, and real-world examples with actionable commentary. Every module is engineered to replicate the mentorship you’d get from a top-tier consulting partner-but at a fraction of the cost and time. Certificate of Completion Issued by The Art of Service
Upon successful completion, you’ll earn a globally recognised Certificate of Completion issued by The Art of Service. This credential is trusted by enterprises in 78 countries and is regularly cited in internal promotions, consulting bids, and leadership development programs. It signals your mastery of structured, practical, and board-aligned operating model design. No Hidden Fees. Transparent and Trusted Payment Options.
The price is straightforward with no hidden fees. You pay once. You own it forever. We accept all major payment methods, including Visa, Mastercard, and PayPal. 100% Money-Back Guarantee: Satisfied or Refunded
We eliminate your risk. If the course doesn’t meet your expectations, you’re covered by our 100% money-back guarantee. This isn’t a 30-day trial to “figure it out.” It’s a commitment to your success. If you find it doesn’t deliver clear, actionable value, you get refunded-no questions asked. Confirmation & Access: Smooth, Secure, and Deliberate
After enrollment, you’ll receive a confirmation email. Your access details will be sent in a separate communication once your course materials are prepared to ensure data integrity and platform security. This process is standard, secure, and designed to protect your investment. “Will This Work for Me?” We’ve Got You Covered.
You might be thinking: I’m not a consultant. I don’t lead transformation. I work in a highly regulated industry. What if my stakeholders resist change? This works even if your organisation resists change, you’ve never led an enterprise-wide design, or you’re not in a “transformation” role. The methodology is adaptable, scalable, and grounded in real-world execution-not academic theory. A healthcare operations manager in a government agency used this course to redesign service delivery across eight regional clinics, securing funding for a new centralised model without external consultants. A supply chain director at a mining firm implemented a new operating blueprint that improved cross-functional accountability and reporting accuracy by 60%. This is not about titles. It’s about impact. And when you combine step-by-step processes with decision support tools and the credibility of The Art of Service certification, you gain the confidence to lead with clarity and precision.
Module 1: Foundations of Operating Model Excellence - Understanding the purpose and scope of a Target Operating Model
- Differentiating between current state, future state, and transition pathways
- Defining organisational capability maturity and readiness
- The role of strategy alignment in operating model design
- Stakeholder mapping and influence analysis
- Identifying organisational pain points through diagnostic techniques
- Assessing organisational complexity and interdependencies
- Core components of a modern operating model
- Linking operating models to digital transformation goals
- Common failure points in prior transformation efforts
- Introducing the TOM Framework: Structure, Process, People, Technology, Performance
- Aligning operating model design to corporate governance standards
- Scoping transformation initiatives using boundary definition
- Change impact assessment at multiple organisational levels
- Baseline documentation and data collection standards
- Evaluating culture compatibility with new operating models
- Integrating risk and compliance considerations early
- Identifying quick wins and low-effort, high-impact opportunities
- Establishing credibility as the transformation lead
- Developing an initial communication strategy for buy-in
Module 2: Architecture and Design Frameworks - Selecting the right architectural framework: TOGAF, Zachman, or proprietary models
- Mapping business domains to operating model components
- Creating value chain models to identify key processes
- Designing enterprise capability maps
- Service-oriented operating model structures
- Matrix vs. functional vs. divisional operating models
- Hybrid operating models for multi-business organisations
- Customer-centric operating model design
- Decentralised vs centralised decision-making structures
- Operating model design for shared services and centres of excellence
- Global vs regional vs local operating model configurations
- Designing for scalability and future growth
- Resilience and redundancy planning in model architecture
- Operating model patterns for mergers and acquisitions
- Incorporating digital and automation enablers from the start
- Using role clarity matrices to define accountability
- Designing governance structures that support execution
- Ownership models for cross-functional processes
- Creating operating model blueprints using standard notation
- Integrating sustainability and ESG goals into structure design
Module 3: Process Design and Optimisation - Identifying core, support, and management processes
- End-to-end process visualisation and mapping
- Standardising processes across business units
- Process simplification techniques for maximum efficiency
- Removing redundancies and eliminating process silos
- Process ownership assignment and RACI integration
- Service level agreement design for internal stakeholders
- Designing processes for exception handling and escalations
- Optimising handoffs between departments
- Process documentation standards and templates
- Aligning process design with IT system capabilities
- Integrating automation opportunities in process flows
- Designing for continuous improvement (Kaizen and Lean)
- Process performance benchmarking against industry standards
- Workflow management across geographies and time zones
- Designing for regulatory compliance within process logic
- Process validation techniques with business users
- Managing process change during implementation
- Training requirements derived from process changes
- Embedding process discipline into operating culture
Module 4: Organisational Structure and Role Definition - Designing optimal span of control and reporting lines
- Defining functions, departments, and teams
- Hierarchy vs flat structure decision-making factors
- Role clarity and job description standardisation
- Creating role-based competency frameworks
- Designing for career progression within the model
- Addressing over- and under-staffing scenarios
- Workload distribution and capacity planning
- Team sizing based on service demand and SLAs
- Defining leadership roles and accountability zones
- Executive sponsorship structures within the operating model
- Interim operating models during transition phases
- Designing for matrix and dotted-line reporting
- Organisational design for remote and hybrid teams
- Role fit assessment and gap analysis
- Transitioning staff through structural changes
- Organisational change impact on compensation and rewards
- Designing cross-functional teams and agile squads
- Operating model alignment with talent acquisition strategy
- Succession planning integration into structure design
Module 5: Technology Enablers and System Integration - Assessing current IT landscape and system maturity
- Identifying technology gaps impacting operating performance
- Selecting enterprise platforms that support TOM goals
- System integration requirements across business units
- Data architecture and interoperability standards
- Cloud vs on-premise considerations for operating models
- Operating model implications of legacy system dependencies
- Balancing centralisation and decentralisation in IT
- Defining system ownership and support models
- Designing for platform scalability and upgrade paths
- Security, access, and data governance frameworks
- Technology risk assessment in operating model design
- User experience and interface consistency across systems
- Technology roadmap alignment with TOM rollout
- Outsourcing vs insourcing technology capabilities
- Defining APIs and integration points between systems
- Single source of truth design for reporting and analytics
- Operating model impact on system migration planning
- End-user training and adoption linked to system changes
- Monitoring system usage and performance post-implementation
Module 6: Performance Measurement and KPIs - Designing a balanced scorecard for the Target Operating Model
- Defining leading and lagging performance indicators
- Linking KPIs to strategic objectives and business outcomes
- Selecting metrics that drive accountability and action
- Setting realistic, measurable, and time-bound targets
- Creating performance dashboards for leadership review
- Automating data collection and reporting
- Avoiding vanity metrics and misaligned incentives
- Process-level KPIs for cross-functional workflows
- Service level monitoring and escalation protocols
- Employee engagement and productivity metrics
- Customer satisfaction and operational quality indicators
- Cost-efficiency and resource utilisation measures
- Benchmarking KPIs against industry peers
- Establishing performance review cadence and governance
- Using analytics to identify performance trends
- Corrective action planning based on performance data
- Reporting model for board and executive oversight
- Continuous improvement loops using performance insights
- Linking rewards and incentives to KPI achievement
Module 7: Governance, Decision Rights, and Controls - Designing governance structures for accountability
- Decision-making authority frameworks (RAPID, RACI)
- Operational vs strategic vs tactical governance layers
- Establishing executive steering committees
- Defining escalation paths for exceptions and disputes
- Budget approval and financial controls alignment
- Risk oversight mechanisms in daily operations
- Compliance and regulatory monitoring structures
- Internal audit and control integration
- Performance governance: linking results to accountability
- Designing feedback loops for continuous adjustment
- Meeting rhythms and governance cadence
- Documenting governance policies and protocols
- Role of AI and automation in governance enforcement
- Issue management and resolution workflows
- Change request and approval processes
- Version control and model change management
- External stakeholder governance (boards, regulators, partners)
- Transparency and reporting standards
- Documenting decisions and rationale for future audits
Module 8: Transition Planning and Implementation - Phasing the operating model rollout effectively
- Creating a detailed transition roadmap with milestones
- Identifying critical path dependencies and risks
- Change readiness assessment across units
- Communication strategy for transition phases
- Pre-implementation testing and validation
- Developing a cutover and go-live plan
- Resolving data integrity and system migration issues
- Staff training, coaching, and support during transition
- Managing resistance to change with proven techniques
- Selecting pilot areas for proof of concept
- Scaling the model from pilot to enterprise level
- Resource mobilisation and budget allocation
- Transition ownership and accountability assignment
- Monitoring adoption and early performance signals
- Post-implementation review and lessons learned
- Adjusting timelines based on real-world feedback
- Stabilisation phases and operational handover
- Handover to business-as-usual teams
- Sustaining momentum beyond initial rollout
Module 9: Stakeholder Engagement and Communication - Mapping stakeholder power and interest
- Developing targeted messaging for different groups
- Engagement strategies for executives, middle management, and staff
- Running effective workshops to co-create the operating model
- Facilitation techniques for alignment sessions
- Building psychological safety in transformation discussions
- Addressing emotional resistance to change
- Creating feedback channels for ongoing dialogue
- Regular updates and progress reporting cadence
- Managing rumours and misinformation proactively
- Using storytelling to communicate vision and benefits
- Leadership communication training for sponsors
- Designing digital communication hubs and portals
- Engaging frontline staff in model refinement
- Measuring engagement and sentiment over time
- Adjusting communication based on stakeholder feedback
- Preparing frequently asked questions and FAQs
- Managing external stakeholder expectations
- Reporting progress to boards and regulators
- Creating a legacy of transparency and trust
Module 10: Certification, Mastery, and Career Advancement - Finalising your Target Operating Model deliverable
- Self-assessment checklist against global best practices
- Validating your model through peer review criteria
- Preparing your board-ready implementation proposal
- Incorporating feedback into final model refinement
- Submitting for course completion and certification
- Earning your Certificate of Completion issued by The Art of Service
- Understanding the global recognition of the certification
- Adding certification to your LinkedIn and professional profiles
- Leveraging certification in performance reviews and promotions
- Bidding on consulting and transformation projects with credibility
- Using the certification to support internal authority
- Continuing professional development pathways
- Accessing advanced resources and alumni networks
- Joining a global community of operating model professionals
- Using TOM mastery as a career differentiator
- Negotiating roles with greater strategic responsibility
- Speaking confidently about enterprise design in interviews
- Driving innovation from a foundation of operational excellence
- Leading with confidence, clarity, and measurable impact
- Understanding the purpose and scope of a Target Operating Model
- Differentiating between current state, future state, and transition pathways
- Defining organisational capability maturity and readiness
- The role of strategy alignment in operating model design
- Stakeholder mapping and influence analysis
- Identifying organisational pain points through diagnostic techniques
- Assessing organisational complexity and interdependencies
- Core components of a modern operating model
- Linking operating models to digital transformation goals
- Common failure points in prior transformation efforts
- Introducing the TOM Framework: Structure, Process, People, Technology, Performance
- Aligning operating model design to corporate governance standards
- Scoping transformation initiatives using boundary definition
- Change impact assessment at multiple organisational levels
- Baseline documentation and data collection standards
- Evaluating culture compatibility with new operating models
- Integrating risk and compliance considerations early
- Identifying quick wins and low-effort, high-impact opportunities
- Establishing credibility as the transformation lead
- Developing an initial communication strategy for buy-in
Module 2: Architecture and Design Frameworks - Selecting the right architectural framework: TOGAF, Zachman, or proprietary models
- Mapping business domains to operating model components
- Creating value chain models to identify key processes
- Designing enterprise capability maps
- Service-oriented operating model structures
- Matrix vs. functional vs. divisional operating models
- Hybrid operating models for multi-business organisations
- Customer-centric operating model design
- Decentralised vs centralised decision-making structures
- Operating model design for shared services and centres of excellence
- Global vs regional vs local operating model configurations
- Designing for scalability and future growth
- Resilience and redundancy planning in model architecture
- Operating model patterns for mergers and acquisitions
- Incorporating digital and automation enablers from the start
- Using role clarity matrices to define accountability
- Designing governance structures that support execution
- Ownership models for cross-functional processes
- Creating operating model blueprints using standard notation
- Integrating sustainability and ESG goals into structure design
Module 3: Process Design and Optimisation - Identifying core, support, and management processes
- End-to-end process visualisation and mapping
- Standardising processes across business units
- Process simplification techniques for maximum efficiency
- Removing redundancies and eliminating process silos
- Process ownership assignment and RACI integration
- Service level agreement design for internal stakeholders
- Designing processes for exception handling and escalations
- Optimising handoffs between departments
- Process documentation standards and templates
- Aligning process design with IT system capabilities
- Integrating automation opportunities in process flows
- Designing for continuous improvement (Kaizen and Lean)
- Process performance benchmarking against industry standards
- Workflow management across geographies and time zones
- Designing for regulatory compliance within process logic
- Process validation techniques with business users
- Managing process change during implementation
- Training requirements derived from process changes
- Embedding process discipline into operating culture
Module 4: Organisational Structure and Role Definition - Designing optimal span of control and reporting lines
- Defining functions, departments, and teams
- Hierarchy vs flat structure decision-making factors
- Role clarity and job description standardisation
- Creating role-based competency frameworks
- Designing for career progression within the model
- Addressing over- and under-staffing scenarios
- Workload distribution and capacity planning
- Team sizing based on service demand and SLAs
- Defining leadership roles and accountability zones
- Executive sponsorship structures within the operating model
- Interim operating models during transition phases
- Designing for matrix and dotted-line reporting
- Organisational design for remote and hybrid teams
- Role fit assessment and gap analysis
- Transitioning staff through structural changes
- Organisational change impact on compensation and rewards
- Designing cross-functional teams and agile squads
- Operating model alignment with talent acquisition strategy
- Succession planning integration into structure design
Module 5: Technology Enablers and System Integration - Assessing current IT landscape and system maturity
- Identifying technology gaps impacting operating performance
- Selecting enterprise platforms that support TOM goals
- System integration requirements across business units
- Data architecture and interoperability standards
- Cloud vs on-premise considerations for operating models
- Operating model implications of legacy system dependencies
- Balancing centralisation and decentralisation in IT
- Defining system ownership and support models
- Designing for platform scalability and upgrade paths
- Security, access, and data governance frameworks
- Technology risk assessment in operating model design
- User experience and interface consistency across systems
- Technology roadmap alignment with TOM rollout
- Outsourcing vs insourcing technology capabilities
- Defining APIs and integration points between systems
- Single source of truth design for reporting and analytics
- Operating model impact on system migration planning
- End-user training and adoption linked to system changes
- Monitoring system usage and performance post-implementation
Module 6: Performance Measurement and KPIs - Designing a balanced scorecard for the Target Operating Model
- Defining leading and lagging performance indicators
- Linking KPIs to strategic objectives and business outcomes
- Selecting metrics that drive accountability and action
- Setting realistic, measurable, and time-bound targets
- Creating performance dashboards for leadership review
- Automating data collection and reporting
- Avoiding vanity metrics and misaligned incentives
- Process-level KPIs for cross-functional workflows
- Service level monitoring and escalation protocols
- Employee engagement and productivity metrics
- Customer satisfaction and operational quality indicators
- Cost-efficiency and resource utilisation measures
- Benchmarking KPIs against industry peers
- Establishing performance review cadence and governance
- Using analytics to identify performance trends
- Corrective action planning based on performance data
- Reporting model for board and executive oversight
- Continuous improvement loops using performance insights
- Linking rewards and incentives to KPI achievement
Module 7: Governance, Decision Rights, and Controls - Designing governance structures for accountability
- Decision-making authority frameworks (RAPID, RACI)
- Operational vs strategic vs tactical governance layers
- Establishing executive steering committees
- Defining escalation paths for exceptions and disputes
- Budget approval and financial controls alignment
- Risk oversight mechanisms in daily operations
- Compliance and regulatory monitoring structures
- Internal audit and control integration
- Performance governance: linking results to accountability
- Designing feedback loops for continuous adjustment
- Meeting rhythms and governance cadence
- Documenting governance policies and protocols
- Role of AI and automation in governance enforcement
- Issue management and resolution workflows
- Change request and approval processes
- Version control and model change management
- External stakeholder governance (boards, regulators, partners)
- Transparency and reporting standards
- Documenting decisions and rationale for future audits
Module 8: Transition Planning and Implementation - Phasing the operating model rollout effectively
- Creating a detailed transition roadmap with milestones
- Identifying critical path dependencies and risks
- Change readiness assessment across units
- Communication strategy for transition phases
- Pre-implementation testing and validation
- Developing a cutover and go-live plan
- Resolving data integrity and system migration issues
- Staff training, coaching, and support during transition
- Managing resistance to change with proven techniques
- Selecting pilot areas for proof of concept
- Scaling the model from pilot to enterprise level
- Resource mobilisation and budget allocation
- Transition ownership and accountability assignment
- Monitoring adoption and early performance signals
- Post-implementation review and lessons learned
- Adjusting timelines based on real-world feedback
- Stabilisation phases and operational handover
- Handover to business-as-usual teams
- Sustaining momentum beyond initial rollout
Module 9: Stakeholder Engagement and Communication - Mapping stakeholder power and interest
- Developing targeted messaging for different groups
- Engagement strategies for executives, middle management, and staff
- Running effective workshops to co-create the operating model
- Facilitation techniques for alignment sessions
- Building psychological safety in transformation discussions
- Addressing emotional resistance to change
- Creating feedback channels for ongoing dialogue
- Regular updates and progress reporting cadence
- Managing rumours and misinformation proactively
- Using storytelling to communicate vision and benefits
- Leadership communication training for sponsors
- Designing digital communication hubs and portals
- Engaging frontline staff in model refinement
- Measuring engagement and sentiment over time
- Adjusting communication based on stakeholder feedback
- Preparing frequently asked questions and FAQs
- Managing external stakeholder expectations
- Reporting progress to boards and regulators
- Creating a legacy of transparency and trust
Module 10: Certification, Mastery, and Career Advancement - Finalising your Target Operating Model deliverable
- Self-assessment checklist against global best practices
- Validating your model through peer review criteria
- Preparing your board-ready implementation proposal
- Incorporating feedback into final model refinement
- Submitting for course completion and certification
- Earning your Certificate of Completion issued by The Art of Service
- Understanding the global recognition of the certification
- Adding certification to your LinkedIn and professional profiles
- Leveraging certification in performance reviews and promotions
- Bidding on consulting and transformation projects with credibility
- Using the certification to support internal authority
- Continuing professional development pathways
- Accessing advanced resources and alumni networks
- Joining a global community of operating model professionals
- Using TOM mastery as a career differentiator
- Negotiating roles with greater strategic responsibility
- Speaking confidently about enterprise design in interviews
- Driving innovation from a foundation of operational excellence
- Leading with confidence, clarity, and measurable impact
- Identifying core, support, and management processes
- End-to-end process visualisation and mapping
- Standardising processes across business units
- Process simplification techniques for maximum efficiency
- Removing redundancies and eliminating process silos
- Process ownership assignment and RACI integration
- Service level agreement design for internal stakeholders
- Designing processes for exception handling and escalations
- Optimising handoffs between departments
- Process documentation standards and templates
- Aligning process design with IT system capabilities
- Integrating automation opportunities in process flows
- Designing for continuous improvement (Kaizen and Lean)
- Process performance benchmarking against industry standards
- Workflow management across geographies and time zones
- Designing for regulatory compliance within process logic
- Process validation techniques with business users
- Managing process change during implementation
- Training requirements derived from process changes
- Embedding process discipline into operating culture
Module 4: Organisational Structure and Role Definition - Designing optimal span of control and reporting lines
- Defining functions, departments, and teams
- Hierarchy vs flat structure decision-making factors
- Role clarity and job description standardisation
- Creating role-based competency frameworks
- Designing for career progression within the model
- Addressing over- and under-staffing scenarios
- Workload distribution and capacity planning
- Team sizing based on service demand and SLAs
- Defining leadership roles and accountability zones
- Executive sponsorship structures within the operating model
- Interim operating models during transition phases
- Designing for matrix and dotted-line reporting
- Organisational design for remote and hybrid teams
- Role fit assessment and gap analysis
- Transitioning staff through structural changes
- Organisational change impact on compensation and rewards
- Designing cross-functional teams and agile squads
- Operating model alignment with talent acquisition strategy
- Succession planning integration into structure design
Module 5: Technology Enablers and System Integration - Assessing current IT landscape and system maturity
- Identifying technology gaps impacting operating performance
- Selecting enterprise platforms that support TOM goals
- System integration requirements across business units
- Data architecture and interoperability standards
- Cloud vs on-premise considerations for operating models
- Operating model implications of legacy system dependencies
- Balancing centralisation and decentralisation in IT
- Defining system ownership and support models
- Designing for platform scalability and upgrade paths
- Security, access, and data governance frameworks
- Technology risk assessment in operating model design
- User experience and interface consistency across systems
- Technology roadmap alignment with TOM rollout
- Outsourcing vs insourcing technology capabilities
- Defining APIs and integration points between systems
- Single source of truth design for reporting and analytics
- Operating model impact on system migration planning
- End-user training and adoption linked to system changes
- Monitoring system usage and performance post-implementation
Module 6: Performance Measurement and KPIs - Designing a balanced scorecard for the Target Operating Model
- Defining leading and lagging performance indicators
- Linking KPIs to strategic objectives and business outcomes
- Selecting metrics that drive accountability and action
- Setting realistic, measurable, and time-bound targets
- Creating performance dashboards for leadership review
- Automating data collection and reporting
- Avoiding vanity metrics and misaligned incentives
- Process-level KPIs for cross-functional workflows
- Service level monitoring and escalation protocols
- Employee engagement and productivity metrics
- Customer satisfaction and operational quality indicators
- Cost-efficiency and resource utilisation measures
- Benchmarking KPIs against industry peers
- Establishing performance review cadence and governance
- Using analytics to identify performance trends
- Corrective action planning based on performance data
- Reporting model for board and executive oversight
- Continuous improvement loops using performance insights
- Linking rewards and incentives to KPI achievement
Module 7: Governance, Decision Rights, and Controls - Designing governance structures for accountability
- Decision-making authority frameworks (RAPID, RACI)
- Operational vs strategic vs tactical governance layers
- Establishing executive steering committees
- Defining escalation paths for exceptions and disputes
- Budget approval and financial controls alignment
- Risk oversight mechanisms in daily operations
- Compliance and regulatory monitoring structures
- Internal audit and control integration
- Performance governance: linking results to accountability
- Designing feedback loops for continuous adjustment
- Meeting rhythms and governance cadence
- Documenting governance policies and protocols
- Role of AI and automation in governance enforcement
- Issue management and resolution workflows
- Change request and approval processes
- Version control and model change management
- External stakeholder governance (boards, regulators, partners)
- Transparency and reporting standards
- Documenting decisions and rationale for future audits
Module 8: Transition Planning and Implementation - Phasing the operating model rollout effectively
- Creating a detailed transition roadmap with milestones
- Identifying critical path dependencies and risks
- Change readiness assessment across units
- Communication strategy for transition phases
- Pre-implementation testing and validation
- Developing a cutover and go-live plan
- Resolving data integrity and system migration issues
- Staff training, coaching, and support during transition
- Managing resistance to change with proven techniques
- Selecting pilot areas for proof of concept
- Scaling the model from pilot to enterprise level
- Resource mobilisation and budget allocation
- Transition ownership and accountability assignment
- Monitoring adoption and early performance signals
- Post-implementation review and lessons learned
- Adjusting timelines based on real-world feedback
- Stabilisation phases and operational handover
- Handover to business-as-usual teams
- Sustaining momentum beyond initial rollout
Module 9: Stakeholder Engagement and Communication - Mapping stakeholder power and interest
- Developing targeted messaging for different groups
- Engagement strategies for executives, middle management, and staff
- Running effective workshops to co-create the operating model
- Facilitation techniques for alignment sessions
- Building psychological safety in transformation discussions
- Addressing emotional resistance to change
- Creating feedback channels for ongoing dialogue
- Regular updates and progress reporting cadence
- Managing rumours and misinformation proactively
- Using storytelling to communicate vision and benefits
- Leadership communication training for sponsors
- Designing digital communication hubs and portals
- Engaging frontline staff in model refinement
- Measuring engagement and sentiment over time
- Adjusting communication based on stakeholder feedback
- Preparing frequently asked questions and FAQs
- Managing external stakeholder expectations
- Reporting progress to boards and regulators
- Creating a legacy of transparency and trust
Module 10: Certification, Mastery, and Career Advancement - Finalising your Target Operating Model deliverable
- Self-assessment checklist against global best practices
- Validating your model through peer review criteria
- Preparing your board-ready implementation proposal
- Incorporating feedback into final model refinement
- Submitting for course completion and certification
- Earning your Certificate of Completion issued by The Art of Service
- Understanding the global recognition of the certification
- Adding certification to your LinkedIn and professional profiles
- Leveraging certification in performance reviews and promotions
- Bidding on consulting and transformation projects with credibility
- Using the certification to support internal authority
- Continuing professional development pathways
- Accessing advanced resources and alumni networks
- Joining a global community of operating model professionals
- Using TOM mastery as a career differentiator
- Negotiating roles with greater strategic responsibility
- Speaking confidently about enterprise design in interviews
- Driving innovation from a foundation of operational excellence
- Leading with confidence, clarity, and measurable impact
- Assessing current IT landscape and system maturity
- Identifying technology gaps impacting operating performance
- Selecting enterprise platforms that support TOM goals
- System integration requirements across business units
- Data architecture and interoperability standards
- Cloud vs on-premise considerations for operating models
- Operating model implications of legacy system dependencies
- Balancing centralisation and decentralisation in IT
- Defining system ownership and support models
- Designing for platform scalability and upgrade paths
- Security, access, and data governance frameworks
- Technology risk assessment in operating model design
- User experience and interface consistency across systems
- Technology roadmap alignment with TOM rollout
- Outsourcing vs insourcing technology capabilities
- Defining APIs and integration points between systems
- Single source of truth design for reporting and analytics
- Operating model impact on system migration planning
- End-user training and adoption linked to system changes
- Monitoring system usage and performance post-implementation
Module 6: Performance Measurement and KPIs - Designing a balanced scorecard for the Target Operating Model
- Defining leading and lagging performance indicators
- Linking KPIs to strategic objectives and business outcomes
- Selecting metrics that drive accountability and action
- Setting realistic, measurable, and time-bound targets
- Creating performance dashboards for leadership review
- Automating data collection and reporting
- Avoiding vanity metrics and misaligned incentives
- Process-level KPIs for cross-functional workflows
- Service level monitoring and escalation protocols
- Employee engagement and productivity metrics
- Customer satisfaction and operational quality indicators
- Cost-efficiency and resource utilisation measures
- Benchmarking KPIs against industry peers
- Establishing performance review cadence and governance
- Using analytics to identify performance trends
- Corrective action planning based on performance data
- Reporting model for board and executive oversight
- Continuous improvement loops using performance insights
- Linking rewards and incentives to KPI achievement
Module 7: Governance, Decision Rights, and Controls - Designing governance structures for accountability
- Decision-making authority frameworks (RAPID, RACI)
- Operational vs strategic vs tactical governance layers
- Establishing executive steering committees
- Defining escalation paths for exceptions and disputes
- Budget approval and financial controls alignment
- Risk oversight mechanisms in daily operations
- Compliance and regulatory monitoring structures
- Internal audit and control integration
- Performance governance: linking results to accountability
- Designing feedback loops for continuous adjustment
- Meeting rhythms and governance cadence
- Documenting governance policies and protocols
- Role of AI and automation in governance enforcement
- Issue management and resolution workflows
- Change request and approval processes
- Version control and model change management
- External stakeholder governance (boards, regulators, partners)
- Transparency and reporting standards
- Documenting decisions and rationale for future audits
Module 8: Transition Planning and Implementation - Phasing the operating model rollout effectively
- Creating a detailed transition roadmap with milestones
- Identifying critical path dependencies and risks
- Change readiness assessment across units
- Communication strategy for transition phases
- Pre-implementation testing and validation
- Developing a cutover and go-live plan
- Resolving data integrity and system migration issues
- Staff training, coaching, and support during transition
- Managing resistance to change with proven techniques
- Selecting pilot areas for proof of concept
- Scaling the model from pilot to enterprise level
- Resource mobilisation and budget allocation
- Transition ownership and accountability assignment
- Monitoring adoption and early performance signals
- Post-implementation review and lessons learned
- Adjusting timelines based on real-world feedback
- Stabilisation phases and operational handover
- Handover to business-as-usual teams
- Sustaining momentum beyond initial rollout
Module 9: Stakeholder Engagement and Communication - Mapping stakeholder power and interest
- Developing targeted messaging for different groups
- Engagement strategies for executives, middle management, and staff
- Running effective workshops to co-create the operating model
- Facilitation techniques for alignment sessions
- Building psychological safety in transformation discussions
- Addressing emotional resistance to change
- Creating feedback channels for ongoing dialogue
- Regular updates and progress reporting cadence
- Managing rumours and misinformation proactively
- Using storytelling to communicate vision and benefits
- Leadership communication training for sponsors
- Designing digital communication hubs and portals
- Engaging frontline staff in model refinement
- Measuring engagement and sentiment over time
- Adjusting communication based on stakeholder feedback
- Preparing frequently asked questions and FAQs
- Managing external stakeholder expectations
- Reporting progress to boards and regulators
- Creating a legacy of transparency and trust
Module 10: Certification, Mastery, and Career Advancement - Finalising your Target Operating Model deliverable
- Self-assessment checklist against global best practices
- Validating your model through peer review criteria
- Preparing your board-ready implementation proposal
- Incorporating feedback into final model refinement
- Submitting for course completion and certification
- Earning your Certificate of Completion issued by The Art of Service
- Understanding the global recognition of the certification
- Adding certification to your LinkedIn and professional profiles
- Leveraging certification in performance reviews and promotions
- Bidding on consulting and transformation projects with credibility
- Using the certification to support internal authority
- Continuing professional development pathways
- Accessing advanced resources and alumni networks
- Joining a global community of operating model professionals
- Using TOM mastery as a career differentiator
- Negotiating roles with greater strategic responsibility
- Speaking confidently about enterprise design in interviews
- Driving innovation from a foundation of operational excellence
- Leading with confidence, clarity, and measurable impact
- Designing governance structures for accountability
- Decision-making authority frameworks (RAPID, RACI)
- Operational vs strategic vs tactical governance layers
- Establishing executive steering committees
- Defining escalation paths for exceptions and disputes
- Budget approval and financial controls alignment
- Risk oversight mechanisms in daily operations
- Compliance and regulatory monitoring structures
- Internal audit and control integration
- Performance governance: linking results to accountability
- Designing feedback loops for continuous adjustment
- Meeting rhythms and governance cadence
- Documenting governance policies and protocols
- Role of AI and automation in governance enforcement
- Issue management and resolution workflows
- Change request and approval processes
- Version control and model change management
- External stakeholder governance (boards, regulators, partners)
- Transparency and reporting standards
- Documenting decisions and rationale for future audits
Module 8: Transition Planning and Implementation - Phasing the operating model rollout effectively
- Creating a detailed transition roadmap with milestones
- Identifying critical path dependencies and risks
- Change readiness assessment across units
- Communication strategy for transition phases
- Pre-implementation testing and validation
- Developing a cutover and go-live plan
- Resolving data integrity and system migration issues
- Staff training, coaching, and support during transition
- Managing resistance to change with proven techniques
- Selecting pilot areas for proof of concept
- Scaling the model from pilot to enterprise level
- Resource mobilisation and budget allocation
- Transition ownership and accountability assignment
- Monitoring adoption and early performance signals
- Post-implementation review and lessons learned
- Adjusting timelines based on real-world feedback
- Stabilisation phases and operational handover
- Handover to business-as-usual teams
- Sustaining momentum beyond initial rollout
Module 9: Stakeholder Engagement and Communication - Mapping stakeholder power and interest
- Developing targeted messaging for different groups
- Engagement strategies for executives, middle management, and staff
- Running effective workshops to co-create the operating model
- Facilitation techniques for alignment sessions
- Building psychological safety in transformation discussions
- Addressing emotional resistance to change
- Creating feedback channels for ongoing dialogue
- Regular updates and progress reporting cadence
- Managing rumours and misinformation proactively
- Using storytelling to communicate vision and benefits
- Leadership communication training for sponsors
- Designing digital communication hubs and portals
- Engaging frontline staff in model refinement
- Measuring engagement and sentiment over time
- Adjusting communication based on stakeholder feedback
- Preparing frequently asked questions and FAQs
- Managing external stakeholder expectations
- Reporting progress to boards and regulators
- Creating a legacy of transparency and trust
Module 10: Certification, Mastery, and Career Advancement - Finalising your Target Operating Model deliverable
- Self-assessment checklist against global best practices
- Validating your model through peer review criteria
- Preparing your board-ready implementation proposal
- Incorporating feedback into final model refinement
- Submitting for course completion and certification
- Earning your Certificate of Completion issued by The Art of Service
- Understanding the global recognition of the certification
- Adding certification to your LinkedIn and professional profiles
- Leveraging certification in performance reviews and promotions
- Bidding on consulting and transformation projects with credibility
- Using the certification to support internal authority
- Continuing professional development pathways
- Accessing advanced resources and alumni networks
- Joining a global community of operating model professionals
- Using TOM mastery as a career differentiator
- Negotiating roles with greater strategic responsibility
- Speaking confidently about enterprise design in interviews
- Driving innovation from a foundation of operational excellence
- Leading with confidence, clarity, and measurable impact
- Mapping stakeholder power and interest
- Developing targeted messaging for different groups
- Engagement strategies for executives, middle management, and staff
- Running effective workshops to co-create the operating model
- Facilitation techniques for alignment sessions
- Building psychological safety in transformation discussions
- Addressing emotional resistance to change
- Creating feedback channels for ongoing dialogue
- Regular updates and progress reporting cadence
- Managing rumours and misinformation proactively
- Using storytelling to communicate vision and benefits
- Leadership communication training for sponsors
- Designing digital communication hubs and portals
- Engaging frontline staff in model refinement
- Measuring engagement and sentiment over time
- Adjusting communication based on stakeholder feedback
- Preparing frequently asked questions and FAQs
- Managing external stakeholder expectations
- Reporting progress to boards and regulators
- Creating a legacy of transparency and trust