Nowa strona 1 » How to Use Operating Model Canvases in the OD Process

Introduction Operating Model Canvases (OMCs) offer a structured way for HR leaders and OD professionals to translate business strategy into actionable organizational design. They provide a framework for visualizing, testing, and aligning the core building blocks of an operating model—including processes, people, governance, technology, and more—before rolling out structural changes. This guide walks HR leaders step by step through the process of applying Operating Model Canvases in OD initiatives, with detailed narrative and examples to illustrate each concept.

1. Understand What an Operating Model Canvas Is Before diving into application, it’s essential to understand what an Operating Model Canvas entails. An OMC is a structured framework that helps visualize how an organization delivers value through its operations.

Key Components Typically Include:
- Value Chains & Activities
- Organization Structure
- People & Skills
- Culture & Behaviors
- Governance & Decision-Making
- Metrics & Performance
- Technology & Tools
- Suppliers & Partners

Each of these components represents a critical lever in operational execution. Understanding the interdependencies between them is vital before making any design choices.

Example: In a logistics company, the operating model might emphasize strong supplier relationships and distributed technology platforms for route optimization, while in a SaaS startup, customer success metrics and agile culture might take precedence.

2. Clarify the Business Strategy and Strategic Priorities OMCs are only effective when grounded in clear strategic intent. Start by revisiting or co-defining the business strategy.

Ask:
- What are the top strategic goals for the next 2–3 years?
- Where does the organization want to compete and how?
- What differentiates the organization in its market?

Example: A manufacturing firm aiming to shift from B2B mass production to customizable B2C delivery will need a vastly different operating model than it previously employed.

3. Frame the Design Challenge Clearly articulate the OD question you aim to solve using the canvas.

Possible Design Questions:
- How do we scale our operations across regions?
- What’s the best way to integrate an acquisition?
- How do we structure for speed and innovation?

Tip: Frame your challenge as a tension or gap between current and desired capabilities.

Example: "We need to maintain our quality assurance processes while dramatically increasing delivery speed to meet customer expectations."

4. Map the Current Operating Model ("As-Is") Create an honest representation of how the organization currently operates. This involves mapping each component of the canvas based on reality rather than idealistic design.

Facilitate Input Across Functions: Use cross-functional workshops, interviews, and diagnostics.
Document Processes, Technologies, and Decision Rights as Practiced.

Example: The current governance model may reveal that decision-making is overly centralized, creating bottlenecks in regional units.

5. Define the Target Operating Model ("To-Be") Based on strategic intent and diagnostics, create a vision for the future operating model.

Shift from Silos to Integration, or from Hierarchy to Agility, as Needed
Prioritize Capabilities That Enable Strategic Goals

Example: An NGO moving toward regional empowerment may define a target model that empowers field offices with their own budget, talent decisions, and partner management autonomy.

6. Identify Gaps and Prioritize Interventions Once both "As-Is" and "To-Be" models are mapped, identify critical gaps in capabilities, processes, or structure.

Use Heatmaps or Color Codes on the Canvas to visualize high-impact change areas
Cluster Gaps into Workstreams (e.g., Talent, Tech, Governance)

Example: If tech capability is the major enabler, a dedicated workstream may be created to implement enterprise-wide tools.

7. Develop the Change Roadmap The Operating Model Canvas is not a static tool—it should inform the transformation roadmap.

Create a Sequenced Plan: What changes first, second, and third?
Map Dependencies: E.g., New roles depend on tech enablement or new governance models.
Allocate Change Leaders: Assign sponsors and change agents for each area.

Example: Introducing cross-functional teams might require upskilling leaders and rewriting job descriptions before the structural shift occurs.

8. Align HR and People Levers A critical role for HR is ensuring the people and culture aspects of the operating model are coherent with the rest.

HR Interventions Include:
- Redesigning Roles
- Updating Competency Frameworks
- Changing Performance Metrics
- Aligning Rewards with New Behaviors

Example: If moving to a more customer-centric model, reward systems should reflect customer satisfaction, not just internal KPIs.

9. Use the Canvas as a Governance and Communication Tool The OMC isn’t just a design tool—it becomes a shared language for alignment.

Present it to the Board, Executives, and Functional Leaders to create common understanding
Update It Periodically: Keep the canvas live during transformation

Tip: Use visualization tools (Miro, Lucidchart) for collaborative canvasing across geographies.

10. Embed Learning and Feedback Loops Design is never done. Use the canvas as a continuous improvement tool.

Establish Feedback Channels from users and frontline staff
Conduct Retrospectives Quarterly to reflect on gaps or misalignment

Example: Agile retrospectives can be integrated into canvas reviews—"What part of our operating model supported our sprint goals? What hindered us?"

Conclusion The Operating Model Canvas is not a one-time tool but a living framework that aligns business strategy with execution. For HR leaders, it offers an opportunity to bring structure, clarity, and people-centricity into often complex design conversations. By mastering OMCs, you position yourself not only as an HR expert but as a strategic business partner in organizational transformation.