Ebook Download Operating Model Canvas
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Operating Model Canvas
Ebook Download Operating Model Canvas
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Product details
Hardcover: 224 pages
Publisher: Van Haren Publishing (April 12, 2017)
Language: English
ISBN-10: 9401800715
ISBN-13: 978-9401800716
Product Dimensions:
7 x 1 x 9.5 inches
Shipping Weight: 1.8 pounds (View shipping rates and policies)
Average Customer Review:
4.6 out of 5 stars
19 customer reviews
Amazon Best Sellers Rank:
#75,574 in Books (See Top 100 in Books)
I am typically a skeptic about follow-the-leader books. That is books the co-op the look and feel of other books to what disappoint either contain no new information or didn't fully understand and translate their content into the other books model. I'm pleased to say Campbell, Gutierrez, Lancelott did an excellent job 1) following the model 2) adding new content and insight to another aspect of enterprise in a concise and entertaining way.While there continues to be more and more books putting forth how to document or map strategy --there are dozens on the market so good, some not so good-- its rare to find a book that 1) Is both conceptual and practical, helping you not only document but develop such 2) focusing on the critical aspect of strategy (vision) to manifestation (planning). Operating Model Canvas does an excellent job of such.Words of caution to the potential reader: If you're looking at creating a business (strategy) model this is not the book, buy Business Model Generation. If on the other hand you've got you business model(s) or are in process of doing such and want to define how you're going to operationalize these, this is the book for you. I look forward to converting this canvas into another module for the Enterprise Architecture courses and tool suite I've been developing for the Zachman Framework praxis
This is an important book because it simplifies business design in a way that the body of knowledge from business architecture does not. I have done consulting work and teaching and tool development in this space, so I can tell that the Operating Model Canvas is going to become a much-used framework. I particularly like the focus on value chains and value chain mapping. This is an approach and a language that managers can easily engage with. There are lots of examples in the book and lots of other tools beautifully illustrated and easy to access. Also, the authors show how operating models and business models link together giving a direct connection with the Business Model Canvas. You will enjoy this book and find it practically useful.
Hard to follow. I did not get the logic. I learned more professionally on the web.
In today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment, organizational alignment is vital in order to rapidly achieve competitive advantage. It’s essential that everyone in an organization knows how the organization creates, delivers, and captures/shares value. Everyone must know how they fit in and contribute to achieving the organization’s strategy, vision, and mission. In short, it’s imperative for everyone in the organization to be familiar with the structure and operation of its business model. Everyone must be on the same page if the organization is to effectively and efficiently achieve its strategy (value proposition) and consequently, vision.Although there are various tools for visualizing a business model, today’s dominant visualization tool is the Business Model Canvas that is presented in the book, “Business Model Generation†by Alexander Osterwalder and Yves Pigneur. The Business Model Canvas is usually presented at a single level on one page with 9 micro-blocks. In my recent book – “Business Model Canvas: A Good Tool with Bad Instructions? – I note that the power of the Business Model Canvas lies in its application as a tool for multilevel business modeling, pain solving, and design. Consequently, I am pleased to see that Andrew Campbell and his co-authors have applied multilevel system thinking to the Business Model Canvas. In particular, they aggregate the three building blocks on the backend of the Business Model Canvas, that is Key Partners, Key Resources, and Key Activities and call the aggregation or meso-block, the “Operating Model Canvas.†The resulting diagram, which contains the Operating Model Canvas, is referred to as an “Enhanced Business Model Canvas.â€According to Campbell et al, “The Operating Model Canvas is a framework that describes the main elements of the operations of an organization.†They add, “The Operating Model Canvas can be used to understand the operations of a whole business, even where the business has multiple product lines and multiple geographies.†In terms of aggregated building blocks, the Business Model Canvas can be said to consist of five mutually exclusive but interdependent sub-models: Operating model; Strategy model; Customer Development model; Revenue model; Cost model. While recognizing the interdependencies between these sub-models, the Operating Model Canvas focuses on the Operating model. In their book, Campbell et al advise: “Before you fill out a Canvas … you need to understand the front end.â€The front-end of a Business Model Canvas consists of two sub-models: Customer Development (Customer Segment/Customer Relationship/Channels) model and Strategy (Value Proposition/Product/Service) model. For rapid prototyping, the front-end of the Business Model Canvas approximates to what Osterwalder and Pigneur call the “Value Proposition Canvas,†its components of which are a Value Map (illustrating trade-offs of Value Proposition/Product/Service) and Customer Profile (illustrating trade-offs of Customer Segment). With regard to the Operating Model Canvas for a startup, the initial deliverable from the Value Proposition Canvas is a validated Value Proposition as well as problem-solution fitness. For an established company, it is assumed that product-market fitness has been achieved so that the value proposition reflects a validated strategy and job-to-get-done.Rather than the topics of Key Partners, Key Resources, and Key Activities, the Operating Model Canvas uses six topics that are summarized using the acronym, POLISM: Process; Organization; Locations; Information; Suppliers; Management Structure. I would have preferred use of the acronym, SOILMP, which starts with “Suppliers†and ends with “Process.†The latter acronym, which emphasizes the sequence of elements in a supply chain or value chain, facilitates understanding of the logic of the value creation system especially when reading blocks of sticky notes on the Operating Model Canvas.A key question, which a prospective buyer is likely to ask, is: What are the main benefits of an Enhanced Business Model Canvas when compared to a Business Model Canvas? In other words, if someone already has the Business Model Generation book, why should that person buy the book on the Enhanced Business Model Canvas and in particular, the Operating Model Canvas? My short answer is that unlike in the Business Model Generation book, the Operating Model Canvas book helps people to rapidly develop and master skills for Multilevel Business Modeling as well as Operational and Modular Design. After reading the Operating Model Canvas book, one should be fluent at zooming in and out of building blocks while analyzing or designing an operational (business) model. Expert analysts and designers notwithstanding highly effective leaders are adept at multilevel analysis, design, and operation of modules. Also, the Operating Model Canvas presents 5 Core Tools and 13 Additional Tools for facilitating multilevel business modeling and value chain delivery design. This comprehensive toolkit increases the versatility of applications of the (Enhanced) Business Model Canvas in projects for business model improvement and innovation.In conclusion, the book on the Operating Model Canvas is excellent. The content is beautifully presented as well as full of interesting examples from for-profit and not-for-profit organizations. The book also notes that an operational model can be presented at various levels of granularity: from documents of 1-page Operating Models through 10 and 100-page Operating Models (Value Chain Maps) to 1,000-page Operating Models (Process Manuals for the Organization/Functional Units). Nevertheless, the focus of the book is on a 1-page Operating Model. My serious concern is not with the book’s Operating Model per se but with the framework in which it is embedded, that is, the Business Model Canvas. In my book on the Business Model Canvas, I highlight “12 Handicaps†of the Business Model Canvas. Although the Operating Model Canvas eliminates some of the handicaps, it would have been great, if Andrew Campbell et al had pointed out residual handicaps or constraints of the Business Model Canvas and consequently, the Operating Model Canvas. It is important to note that the Business Model Canvas does not accurately model "coupled" platforms or multisided markets such as in Uber, Shell, and Benefits Department. The Business Model Canvas does not usually show relationships between different customer segments such as in Uber.In spite of the aforementioned omission regarding inherent limitations of the Business Model Canvas, I highly recommend the Operating Model Canvas book especially for people who want to effectively and efficiently improve the performance of a process, business unit, or the whole of their organization. Andrew Campbell et al’s “Operating Model Canvas†is a valuable resource.
I have had the pleasure of reading the book titled “Operating Model Canvas†by Campbell et al. (2017). It is an interesting book and is so of many reasons:1. It is targeting the back-office of the enterprise.2. The canvas is easy to integrate with the Business Model Canvas, and through that build a low-level and simple approach for gaining information of the business architecture and operating model.3. The book is easy to read and it includes a lot for different tools that can be made use of by various profiles e.g. business architects and enterprise architects that needs hands on tools and ideas to how to collect and use the data at hand.4. The book includes a framework and data collection method on how to collect the data and apply a to-be operating model.5. The book includes different cases (examples) of how to apply the model in order to gain an insight into how to uncover data about operating models.In other words, I believe the contents of the book is value for money.
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