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To lead or to follow?

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Target Operating Model in Enterprise Architecture

Sounds simple right? In principle it is, but many organisations struggle or mitigate the risk of failure by asking a Business Change partner to assist.

These partners send in troops on the ground to provide expertise, specialist skills and above all a method to deliver the TOM. Many of the 'big six' provide exactly this support and equally a number of smaller industry specialists are available to help.

With all but the simplest of TOMs, a vast volume of information about the organisation is collected, catalogued and assimilated into the overall 'model'. This 'model' will normally be focussed around the main Processes or Capabilities of the organisation in the future, with other domains like Applications, People and Technology, being related back via matrices or looks ups. Then, with the target mapped the gap between the TOM and the current organisation can be determined before the interim stages described and planned.

Clearly with a lot of information being collected around multiple domains and typically with several layers of detail, managing the content quickly becomes time consuming and subject to human error. Remember we can also add time and stage deliveries into the mix and all of a sudden MS Office based tools start to creak at the seams.

A repository based modelling tool can massively reduce the human effort, provide standards and automated controls of the volume and content. The ability to create stage models to aid transformation and of course integrating different types of modelling information into a single central place is enormously powerful… then if we add in value added reporting, gap analysis and automated views… well all of this is clearly common sense to have if you can?

I'm pleased to say most organisations and change partners recognise this ...but normally AFTER the TOM Programme has commenced... This means semi or non-structured data is already collected and needs to be 'massaged' into the modelling tool. Advanced tools carry standard repository standards for TOMs, but clearly if these aren't used from the beginning it causes rework and can be time consuming. This in turn slows progress and often highlights gaps, inconsistencies and, in many cases, the need to go back and re-run workshops and interviews...not good.

If however the modelling tool can be engaged early in the TOM, the on-board standards, best practice and methods can be engaged - leading to more efficient workshops, interviews whilst providing instant model outputs with the facility to deliver signed off processes in the live environment ... The secondary benefits around content management, analysis and of course progress tracking can then all be taken advantage of.

So is it possible to start a TOM and bring in a modelling tool later in the process? Yes, but it costs more, is harder to socialise and above all often can be politically hard to explain as to why it wasn't deployed from the beginning...

Comment
MEGA

Sounds simple right? In principle it is, but many organisations struggle or mitigate the risk of failure by asking a Business Change partner to assist.

These partners send in troops on the ground to provide expertise, specialist skills and above all a method to deliver the TOM. Many of the 'big six' provide exactly this support and equally a number of smaller industry specialists are available to help.

With all but the simplest of TOMs, a vast volume of information about the organisation is collected, catalogued and assimilated into the overall 'model'. This 'model' will normally be focussed around the main Processes or Capabilities of the organisation in the future, with other domains like Applications, People and Technology, being related back via matrices or looks ups. Then, with the target mapped the gap between the TOM and the current organisation can be determined before the interim stages described and planned.

Clearly with a lot of information being collected around multiple domains and typically with several layers of detail, managing the content quickly becomes time consuming and subject to human error. Remember we can also add time and stage deliveries into the mix and all of a sudden MS Office based tools start to creak at the seams.

A repository based modelling tool can massively reduce the human effort, provide standards and automated controls of the volume and content. The ability to create stage models to aid transformation and of course integrating different types of modelling information into a single central place is enormously powerful… then if we add in value added reporting, gap analysis and automated views… well all of this is clearly common sense to have if you can?

I'm pleased to say most organisations and change partners recognise this ...but normally AFTER the TOM Programme has commenced... This means semi or non-structured data is already collected and needs to be 'massaged' into the modelling tool. Advanced tools carry standard repository standards for TOMs, but clearly if these aren't used from the beginning it causes rework and can be time consuming. This in turn slows progress and often highlights gaps, inconsistencies and, in many cases, the need to go back and re-run workshops and interviews...not good.

If however the modelling tool can be engaged early in the TOM, the on-board standards, best practice and methods can be engaged - leading to more efficient workshops, interviews whilst providing instant model outputs with the facility to deliver signed off processes in the live environment ... The secondary benefits around content management, analysis and of course progress tracking can then all be taken advantage of.

So is it possible to start a TOM and bring in a modelling tool later in the process? Yes, but it costs more, is harder to socialise and above all often can be politically hard to explain as to why it wasn't deployed from the beginning...