Target Operating Model: Structure, Processes and KPIs [EN]

target operating model | organizational design | org structure | business process | roles | KPI | workforce planning

Description

This course contains the use of artificial intelligence.

An organisational chart is not an operating model. It is one of six things that have to agree with each other, and in most companies they do not.

The structure says one thing, the processes say another, the job descriptions describe roles that stopped existing two years ago, and the indicators measure whatever was easiest to extract from the system.

Where the disagreement shows up

Two people are accountable for the same outcome because the reorganisation moved a box and nobody rewrote the process underneath it. A matrix was introduced without deciding how power is distributed inside it, so every decision now needs three people and gets two. Roles were copied from a template, which means nobody can be assessed against them. And the headcount plan was built against the old structure, so the new one is short in exactly the places that matter.

None of these are structure problems. They are alignment problems, and they appear whenever one element is redesigned on its own.

How the course works

Forty-one lessons following the order an operating model is actually built. The method first, eight lessons of organisational development: entering the work, diagnosis through observation and data, choosing the level of intervention, evaluating the result with ROI, and managing the change — because a redesign is a change project before it is a diagram.

Then structure. Eight lessons on organisational design: the five steps, the star model, the six design drivers, organisational archetypes, when a matrix is the right answer and which of the three types you need, how power is distributed inside it, span of control, the leadership cascade, and the transition itself — phased, piloted or all at once. Ending with five real company cases including Wargaming and ArcelorMittal.

Processes, roles, indicators and the people to staff it

Then the processes that make the structure real: methodology, BPMN, tools, and running a description project through to defending it with management. Then roles — job analysis, profile techniques, describing competencies so two readers agree, and using the profile for hiring, development, appraisal and goals.

Then the indicators the model is judged on: critical success factors before measures, impact mapping, the measurement traps, the reporting hierarchy, and the six myths that quietly wreck most systems. And finally capacity — FTE, segmentation, the gap between the model you designed and the people available, demand forecasting, and the optimisation levers.

Who is teaching this

Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. Wargaming is one of the structural cases in this course, which I can discuss with unusual specificity.

What is included

• Lifetime access to all course materials

• Active instructor support in the Q&A section

• Udemy Certificate of Completion

• Practical assignments and real business cases

• A section with additional courses, tools and resources

The first check

Take your current org chart and one process that crosses three departments. Trace the process on the chart. If it does not follow the reporting lines, you have found the gap, and it is the reason the last reorganisation changed less than expected. Enrol now and start the first lesson today.

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