This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.

1. Operating Model and Organization Design Toolkit
Created by ex-McKinsey, Deloitte & BCG Management Consultants.
Operating Model and Organization Design
This is how you make the strategy happen
Strategy
Capabilities
Structure &
Governance
Talent
Management Processes Technology Culture

2. Introduction
2
“This Toolkit was created by ex-McKinsey, Deloitte and BCG Management
Consultants after more than 3,000 hours of work. It shares our combined
100+ years of experience advising executive teams around the world. It
includes all the Frameworks, Best Practices & Templates required to
successfully implement an operating model and organization design
initiative, and make your strategy happen.
Leverage the know-how of ex-McKinsey, Deloitte & BCG Management
Consultants.
Join the 200,000+ Executives, Consultants & Entrepreneurs who are
already leveraging our Business & Consulting Toolkits to improve the
performance of their organization and boost their own career.
If you have any questions, send us an email at sales@slidebooks.com and
one of our ex-McKinsey, Deloitte & BCG Management Consultants will get
back to you within 2 business days.”
Aurelien Domont
Management Consultant
Slidebooks Consulting Managing Director

3. This Slideshare Powerpoint presentation is only a small preview of our
Toolkit. You can download the entire Toolkit in Powerpoint and Excel at
www.slidebooks.com
3
www.slidebooks.com

4. Context
4
In a time of economic turbulence, disruptive technology, globalization, and unprecedentedly fierce competition,
having a great operating model and organization design is becoming more important that ever.
A great operating model and organization design will help you:
• Make your strategy happen
• Boost your company’s performance
• Adapt to the changing conditions
• Change the trajectory of your business
• Improve coordination and decision-making
• Improve risk management
Companies without the right operating model and organization design often experience the following
challenges:
• Operational inefficiencies as people expend effort in areas not aligned with the strategic plan
• Ambiguity around accountabilities, roles and responsibilities, slowing down the decision-making process.
• Low interaction and integration between divisional units and functional areas, as it is unclear to people how they
should cross these implicit boundaries
• Increased or sustained operating risks due to the absence of clear principles, roles, responsibilities and processes

5. Problem
5
In a survey conducted by The Boston Consulting Group, almost 80% of respondent companies reported
under-going a recent reorganization exercise (in about half of those cases, a large-scale, enterprise-wide
reorganization initiative).
However, survey respondents rated fewer than half of the reorganization efforts as successful. The
underlying reason for such a low success rate: all too often, the companies’ leaders relied on complex
organizational frameworks that have become outmoded and ineffective in today’s business environment.

6. Our solution
Our ex-McKinsey, Deloitte and BCG management consultants decided to create an Operating Model and
Organization Design Toolkit that will help you make the strategy of your organization happen (or your
client’s strategy if you are a management consultant).
6
Toolkit
Tools
Templates
Step-by-step Tutorials
Real-life Examples
Best Practices
Support from Tier-1
Management
Consultants
Frameworks
The Operating Model and Organization Design Toolkit includes:

7. Objectives
The Operating Model and Organization Design Toolkit includes frameworks, tools, templates,
tutorials, real-life examples and best practices to help you:
7
• Make your strategy happen in order to boost your company’s performance
• Successfully implement an operating model and organization design initiative with our simple and comprehensive 3-phase
approach: (I) Carry out a Business Case for change, (II) Assess Current State & Design Future State, (III) Define Roadmap and
Implement
• (I) Carry out a Business Case for change: (1) Business opportunity & suggested solution, (2) Project objectives, scope & approach, (3)
Project deliverables & business outcomes, (4) Strategic alignment, (5) Dependencies & constraints, (6) Risk assessment & mitigation, (7)
Change impact assessment, (8) Project costs, (9) Benefits, (10)Net present value, (11) Key success factors & KPIs
• (II) Assess Current State & Design Future State: (1) Capabilities, (2) Structure and governance, (3) Talent management, (4)
Processes, (5) Technology, (6) Culture, (7) Executive summary, (8) Updated Business case
• (III) Define Roadmap and Implement: (1) Roadmap to reach the target state, (2) Programs and projects governance, (3) Project
initiation, (4) Project implementation, (5) Post project evaluation

8. Framework
The Operating Model and Organization Design Toolkit focuses on 6 components that will help
you make your strategy happen
8
Operating Model and Organization Design
This is how you make the strategy happen
Strategy
Capabilities
Structure &
Governance
Talent
Management Processes Technology Culture

9. 3-Phase Approach
The Operating Model and Organization Design Toolkit includes a 3-Phase Approach that we built and refined over the past 20 years, by
constant trial and error. The good news is that you don’t have to waste your time, energy and money going through that lengthy trial-and-
error process. You can simply leverage our work and customize it based on the specificities of your organization.
9
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & Design
Future State
Phase III: Define Roadmap and
Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Executive summary
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

10. Guide
10
You can directly use our deliverables for your own purposes. You’ll simply have to insert your logo and
adjust the slides based on the specificities of your organization.
Please note that our deliverables also include many slides with best practices, tutorials, and real-life
examples to help you make the necessary adjustments based on the specificities of your organization.
These slides includes an orange rectangle on their top right corner. You may decide to delete these slides
as they are mainly here to help you fill in the rest of the deliverable. Before you do so, copy paste this
document, so you always have the original version in case you need it.

11. In the next slides, you’ll see a small preview of the Phase I
11
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

12. Change Impact
High Impact
Net Present Value
$8M
Number of Resources
12
Change Manager
John Doe
Cash Flow (US $ millions)
Project Sponsor
John Doe
Intangible Benefits
Insert your own text
Project Costs
$4M
Tangible Benefits
$14M
Project Manager
John Doe
Strategic Alignment
Insert the Strategic Objectives that the project is
aligned with
Lean Business Case
Project name:
Project description:
12
(5.1)
1.8
4.6
6.9
9.9
Year 1 Year 2 Year 3 Year 4 Year 5
This Lean Business Case is very
important, as your CEO and Senior
executives may not have time to deep
dive into more details. It is the first
section of the Business Case, but it is
often done at the end.

13. See below 4 screenshots from the Phase I.
13
Driver Tree
Simple Financial Model
Project Cash Flow
Sophisticated Financial Model

14. In the next slides, you’ll see a small preview of the Phase II
14
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

15. In the next slides, you’ll see a small preview of the Phase II
15
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

16. To be able to deliver on our new strategy, we need to master the following
5 core capabilities
16
Mission & Vision Mission:
Vision:
Core Capabilities
Description
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Replace by your
own text
Additional template with 5 core
capabilities

17. To be able to deliver on our new strategy, we need to master the following
5 core capabilities
17
Mission & Vision Mission:
Vision:
Core Capabilities
Description
Understanding
consumers
Creating and
building brands
Partnering an
going to market
with consumers
and suppliers
Really knowing the
consumers, and
covering their
unmet needs, and
designing solutions
for them better
than any
competitor can.
Launching and
cultivating brands
with powerful
consumer value
equations for true
longevity in the
marketplace.
Being the partner
of choice by virtue
of P&G's
willingness to work
together on joint
business plans and
to share joint value
creation
Innovating
R&G with the aim
of advancing
materials science
and invent
breakthrough
single new
products, but also
taking an
innovative
approach to
business models.
Leveraging global
scale
Operating as one
company to
maximize buying
power, cross brand
synergies, and
development of
globally replicable
capabilities
Real-life example from the
company Procter and Gamble

18. In the next slides, you’ll see a small preview of the Phase II
18
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

19. Potential Structure Options
We are considering 6 types of organizational structures for our target state
19
Functional Structure
CEO
Strategy production Marketing Sales
Product-based Structure Geographic-based Structure
CEO
Cars
Battery
storages
Solar Roofs
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
CEO
Asia Europe
North
America
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
Strategy
Product
Marketing
Sales
Process-based Structure
CEO
Exploration Refining Distribution
Customer-based Structure
CEO
Urgent care Emergency care Inpatient care
Human resources
Finance
Community relations
Strategy
Product
Marketing Sales
Strategy
Product
Marketing Sales
Matrix Structure
(e.g. Products x Geographic-based)
CEO
Cars
Battery
storages
Solar
Roofs
America
Europe
Asia

20. Potential Structure Options
Zoom on the Functional Structure
20
Functional
Structure
Appropriate for Advantages Disadvantages
• Organisations which sell a
low price product and need
to keep costs down
• Organisations with stable,
undifferentiated markets
• Organisations with well-
understood customer
requirements
• Organisations with one or
two product lines
• Organisations with long
product development
lifecycles
• Organisations where there
is minimal need for
interdependency between
functions
• Resource efficient and
maximises margins through
leveraging economies of
scale and functional
expertise
• Clear functional divisions
drive strong accountability
and control by function
• Drives common standards,
collaboration, specialism
and attention to quality
within each function
• Supports common culture
and values
• Less responsive and
adaptive to market and
customer needs
• Hierarchy and bureaucracy
can become rigid and
stifling
• Communication between
divisions can be limited and
inadequate leading to silo
mentality
• Interdepartmental conflict
can occur

21. In the next slides, you’ll see a small preview of the Phase II
21
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

22. Table of Contents
22
Recruitment Performance Management Leadership Development
Competency Management
Mentoring Reward and Recognition Reassignment or
Termination of Employment
Succession Planning

23. Recruitment
23
Our new talent management practices will naturally help to improve our organization's reputation as a great
employer. One that treats its staff well, recognizes and builds talent, and provides advancement
opportunities.
Our competency management practices will also help us identify the competencies that we need to
successfully enable our strategy.
We will teach our managers to be “Talent-minded” managers and keep an eye out for potential new team
members, and to be much more interested and involved in recruitment and hiring practices.
To facilitate and standardized the hiring, we also created a Role Profile Template (see next slides), which
can be used across the organization.

24. For each role, we created a Role Profile to capture individual
responsibilities, accountabilities, metrics and reporting arrangements.
24
A Role Profile provides clarity on what is expected of people in specific roles.
The Role Profile helps to ensure that roles and expectations are clearly communicated and understood by everyone in
the organisation. Using a Role Profile template to define roles also drives consistency in the articulation of roles across
the organisation.
In the next slide, you’ll see the Role Profile Template that we decided to create for our Organization.

25. Role Profile Template
25
Role summary Key activities Key performance indicators Other comments
Enter the name of the
role / job title
Role Enter your own text
Reports to Enter your own text
Business
Unit
Insert in this box the key aspects of the role.
Ensure this is specific about the role and
doesn’t describe general business
deliverables. Focus on the outputs of the role
and the impact the role has on achieving
business objectives
Insert your own text
Try to follow a logical sequence. If there is a
shared responsibility, mention it in brackets.
For each activity, start by a verb, describe
what is done, and why it is done.
Examples:
Scope of the role: International, National
Regional
Location: New York
Enter Change Canvas
version & submit date
Current
incumbent

26. Balanced Scorecard
Description
26
C1 - Insert text
C2 - Insert text
C3 - Insert text
C4 - Insert text
I1 - Insert text
I2 - Insert text
I3 - Insert text
I4 - Insert text
L1 - Insert text
L2 - Insert text
L3 - Insert text
L4 - Insert text
F1 - Insert text
F2 - Insert text
F3 - Insert text
F4 - Insert text
Strategic Objectives Key Performance Indicators
C1 - Insert text
C2 - Insert text
C3 - Insert text
C4 - Insert text
I1 - Insert text
I2 - Insert text
I3 - Insert text
I4 - Insert text
L1 - Insert text
L2 - Insert text
L3 - Insert text
L4 - Insert text
F1 - Insert text
F2 - Insert text
F3 - Insert text
F4 - Insert text
Targets
C1 - Insert text
C2 - Insert text
C3 - Insert text
C4 - Insert text
I1 - Insert text
I2 - Insert text
I3 - Insert text
I4 - Insert text
L1 - Insert text
L2 - Insert text
L3 - Insert text
L4 - Insert text
F1 - Insert text
F2 - Insert text
F3 - Insert text
F4 - Insert text
Financial
To satisfy our shareholders, what
financial objectives must we
accomplish?
Perspective
Customer
To achieve our financial objectives,
what customer needs must we serve?
Internal processes
To satisfy our customers and
shareholders, in which internal
business processes must we excel?”
Learning & Growth
To achieve our “Financial”,
“Customer” and “Internal Processes”
strategic objectives, what does the
organization need to learn?
A Balanced Scorecard includes 4 perspectives

27. Balanced Scorecard
Description
27
C1 Insert your own text
C2 Insert your own text
C3 Insert your own text
I1 Insert your own text
I2 Insert your own text
I3 Insert your own text
L1 Insert your own text
L2 Insert your own text
L3 Insert your own text
F1 Increase earnings per share
F2 Increase revenue per customer
F3 Reduce cost per customer
Strategic Objectives Key Performance Indicators
C1 Insert your own text
C2 Insert your own text
C3 Insert your own text
I1 Insert your own text
I2 Insert your own text
I3 Insert your own text
L1 Insert your own text
L2 Insert your own text
L3 Insert your own text
F1 Net income per share (vs. last year)
F2 Revenue per customer
F3 Cost per customer
Targets
C1 Insert figure
C2 Insert figure
C3 Insert figure
I1 Insert figure
I2 Insert figure
I3 Insert figure
L1 Insert figure
L2 Insert figure
L3 Insert figure
F1 +$100M
F2 $300
F3 $75
Financial
To satisfy our shareholders, what
financial objectives must we
accomplish?
Perspective
Customer
To achieve our financial objectives,
what customer needs must we serve?
Internal processes
To satisfy our customers and
shareholders, in which internal
business processes must we excel?”
Learning & Growth
To achieve our “Financial”,
“Customer” and “Internal Processes”
strategic objectives, what does the
organization need to learn?
Each perspective has specific Strategic Objectives, Key Performance Indicators & Targets

28. In the next slides, you’ll see a small preview of the Phase II
28
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

29. Replace this text by the name of your key Process #1
Current state
29
stakeholders Process steps (activities)
CEO
Director
Insert name
Insert name
Insert name
Insert name
Insert name
Activity
Activity
Activity
Activity
Activity
Activity
Activity
Demonstrated effectiveness: Low Medium High
Key findings (e.g. pain points, areas of improvement): Insert your own text

30. In the next slides, you’ll see a small preview of the Phase II
30
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

31. Technologies required to fully enable our strategy
31
Digital Marketing 3-D Printing Drones Robots Virtual Reality
Big Data Artificial Intelligence Cloud Computing Cyber Security Blockchain Internet of Things
Augmented reality

32. Why are we considering the Big Data for our organization?
32
Big data is a term that describes the large volume of data, both structured and unstructured, that inundates a business on a day-to-day
basis. But it’s not the amount of data that’s important. It is what organizations do with the data that matters. Big data can be analyzed for
insights that lead to better tactical and strategical decisions.
While the term “big data” is relatively new, the act of gathering and storing large amounts of information for eventual analysis is ages old.
The concept gained momentum in the early 2000s when industry analyst Doug Laney articulated the now-mainstream definition of big
data as the three Vs:
• Volume: Organizations collect data from a variety of sources, including business transactions, social media and information from
sensor or machine-to-machine data. In the past, storing it would’ve been a problem, but today, new technologies have eased the
challenge.
• Velocity: Data streams in at an unprecedented speed and must be dealt with in a timely manner. RFID tags, sensors and smart
metering are driving the need to deal with torrents of data in near-real time.
• Variety: Data comes in all types of formats, from structured, numeric data in traditional databases to unstructured text documents,
email, video, audio, stock ticker data and financial transactions.
The amount of data in our world has been exploding, and analyzing large data sets will become a key basis of competition, underpinning
new waves of productivity growth, innovation, and consumer surplus, according to research by MGI and McKinsey's Business Technology
Office.

33. Examples of industry using Big Data
33
Government
Manufacturing
Banking
Health care
Retail
Education
With large amounts of information streaming in from
countless sources, banks are faced with finding new and
innovative ways to manage big data. Big Data and
Analytics help banks better understand customers and
minimize risk. Big data brings big insights, but it also
requires financial institutions to stay one step ahead of
the game with advanced analytics.
Educators armed with data-driven insight can make a
significant impact on school systems, students and
curriculums. By analyzing big data, they can identify at-
risk students, make sure students are making adequate
progress, and can implement a better system for
evaluation and support of teachers and principals.
When government agencies are able to harness and
apply analytics to their big data, they gain significant
ground when it comes to managing utilities, running
agencies, dealing with traffic congestion or preventing
crime. But while there are many advantages to big data,
governments must also address issues of transparency
and privacy.
Patient records. Treatment plans. Prescription
information. When it comes to health care, everything
needs to be done quickly, accurately, and, in some cases,
with enough transparency to satisfy stringent industry
regulations. When big data is managed effectively, health
care providers can uncover hidden insights that improve
patient care.
Armed with insight that big data can provide,
manufacturers can boost quality and output while
minimizing waste – processes that are key in today’s
highly competitive market. More and more manufacturers
are working in an analytics-based culture, which means
they can solve problems faster and make more agile
business decisions.
Customer relationship building is critical to the retail
industry – and the best way to manage that is to manage
big data. Retailers need to know the best way to market
to customers, the most effective way to handle
transactions, and the most strategic way to bring back
lapsed business. Big data remains at the heart of all
those things.

34. In the next slides, you’ll see a small preview of the Phase II
34
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

35. A high organization culture score correlates with a high business
performance
35
(1) Performance of 26 companies relative to EuroStoxx Sectorindex. Result >0 means outperformance. Considered time interval: 10 years
(2) Results of an analysis of company values performance, researched jointly by Bertelsmann foundation and Booz & Company
Organizational
Culture Score 2)
Higher Performers
“Middle of the
Road”
Underperformers
Indexed EBIT
Performance (1)
-1
-0,8
-0,6
-0,4
-0,2
+0,2
+0,4
+0,6
+0,8
+1
60 65 70 75 80 85
High
Average
Low
Correlation between organizational culture score and Company Peer Business Performance

36. Our Target State can be summarized by 5 key Cultural Characteristics that
will help us deliver on the strategy
36
Insert your
own text
Insert your
own text
Insert your
own text
Insert your
own text
Insert your
own text

37. Our Target State can be summarized by 5 key Cultural Characteristics that
will help us deliver on the strategy
37
Bold
Commercially
Savvy
Networked
Agile
Customer
Centric
Real-life example from a global
insurance company

38. In the next slides, you’ll see a small preview of the Phase III
38
Phase I: Carry out a Business Case for
change
Phase II: Assess Current state & design
future state
Phase III: Implement
1. Business opportunity & suggested solution
2. Project objectives, scope & approach
3. Project deliverables & business outcomes
4. Strategic alignment
5. Dependencies & constraints
6. Risk assessment & mitigation
7. Change impact assessment
8. Project costs
9. Benefits
10.Net present value
11.Key success factors & KPIs
1. Capabilities
2. Structure and governance
3. Talent management
4. Processes
5. Technology
6. Culture
7. Overarching current state and target state
8. Updated Business case
1. Roadmap to reach the target state
2. Programs and projects governance
3. Project initiation
4. Project implementation
5. Post project evaluation

39. Governance model to define and implement our Target Operating Model
and Organization Design
39
Program Portfolio Director
Insert name
Program Manager
Structure & Governance
Insert name
Program Manager Talent
Management
Insert name
Program Manager
Processes
Insert name
Program Manager
Technology
Insert name
Program Manager Culture
Insert name
Program Manager
Capability
Insert name
Executive Sponsor
CEO
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Project [insert project
name]:
• PM: Insert name
• CM: Insert name
• SMEs: Insert names
Caption:
PM: Project Manager
CM: Change Manager
SMEs: Subject Matter Experts
Please note that a program portfolio includes
multiple programs. And a program includes
multiple projects/initiatives

40. Culture
Implementation Roadmap
40
Week
Owner Due date Status 1 2 3 4 5 6 7 8 9 10 11 …
Involve as many stakeholders as possible during the new
corporate culture design phase
AD Mar 31 On Track
Present the new culture to the Leadership team AD Mar 21 On Track
Present the new culture to the Managers Aurelien F. Mar 21 Done
Train the leadership team members to become role model Christian G. Mar 21 Late
Train the managers to become role model George P. Mar 21 Done
Present the new culture to the entire company George P. Mar 21 On Track
Communicate regularly and effectively on the new culture George P. Mar 31 On Track
Insert your own text George P. Mar 31 On Track
Insert your own text Christian G. Mar 21 Late
Insert your own text George P. Mar 21 Done
Insert your own text George P. Mar 21 On Track
Insert your own text George P. Mar 31 On Track
Insert your own text George P. Mar 31 On Track
Real-life example

41. See below screenshots from the Phase III
41
Overarching Implementation Roadmap in Excel Project Dashboard

42. Structure of the Toolkit
The Operating Model and Organization Design Toolkit includes 470 Powerpoint slides and 24 Excel sheets
categorized in 4 folders that you can download on your device immediately after your purchase.
42
1 2 3 4
Overview and
approach
Phase I - Carry out a
Business Case for
change
Phase II - Assess
Current state & Design
Future State
Phase III - Define
Roadmap and
Implement
470 editable Powerpoint slides* 24 editable Excel sheets*
+
*Please note that the number of Powerpoint slides and Excel sheets listed is the number of unique slides and sheets. For example, a Powerpoint slide
that has been duplicated to facilitate the understanding of our clients only count for 1 Powerpoint slide.

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