Operating Model Canvas

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.

For those who work in the field of Mergers and Acquisitions, realise just how important it is to be clear on how an business is intended to work once it has been acquired. Operating model design is very much a part of the M&A toolkit, and I found this book tremendously helpful. Operating model analysis and design is an incredibly complex area, yet I found the book is simple, very well illustrated and direct. As a management consultant, I found the book useful when communicating ideas and solutions to organisations. I recommend it.

Hard to follow. I did not get the logic. I learned more professionally on the web.

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.

I thought I had it all down, knowing both a business model, operating model and how to write a clever strategy.But this book took me through the 1-pager version to the longer version of the operating model, showing me with very illustrative examples that operating models can be many different things.I appreciated the model (the canvas) way of doing it. The POLISM acronym stuck with me.Also, very helpful to see different examples ranging from start-ups at the time (Uber) to more established companies like Shell.Especially the drawings and the way the book is illustrated blew me away, reminding me of being in a lot of workshops rather than reading a book. Would NOT recommend reading this on your phone or a Kindle but go for the hard-copy in this particular case.Together with Value Proposition Design and Business Model generation (Wiley) it is in my top 3 of introduction books on Operating models and business models.

Its a great job to make an area that often feels very complicated and that spans a lot of ground, and make it easy to understand and to the point. The authors have done this, and its remarkable. I have spent a lot of time working and reading in the Operating Model space and this is by far the clearest and best book to get you going. Mind you, the book focus on the higher levels of Target Operating Model (TOM) work, and does not dig into all details of breaking it down across multiple levels. However, that is intentional, and it works - because that's part of what makes it digestible. It also provides you with a way of thinking and tools to allow you to dig deeper when and if the time comes for that. Recommended for top level managers, mid level managers and consultants in the space.

This book offers no value whatsoever on the topic of Operating Models. Sub-standard content, reflecting authors own limited/shallow grasp of this topic. Moreover authors stole lots of ideas from Business Model Generation, and obviously thought only if they could package their shallow content using the same style as Business Model Generation that'll do the trick. Not so. Business Model Generation is work of genius and a 'must read' for anyone with interest in business models. On the contrary Operatin Model Canvas is utterly waste of money so don't buy it.

But not quite what I was expecting!Andrew Campbell wrote, ( with Michael Goold if I recall) one of the best books on organisation structure I have read, 'Strategies and Styles'. I was expecting something similar: learned, well structured, thoughtful and thought provoking, and, well, lots of words!By contrast, on first appearance this is a picture book, with lots of colour, graphics and flow charts, linked with the minimum of words. Upon reading I discovered it was not a thought piece, nor an argument. It is a 'How To' book. It is as if some very good consultants had come in and were presenting to me on how to make the changes I wanted.And it is more than good. Once I got over the shock to my expectations and read it carefully I realised this is better than having consultants come in: it is a focussed and very practical A to Z of the what, why and how when it comes to thinking about organisational models, linked to strategy. It is DIY for thoughtful managers. I learned a lot. And I am going to give it to a couple of people I know grappling with this at the moment.

Andrew's latest book is excellent - the practical, no nonsense guide is both accessible and packed full of information and real world examples, ranging from a general overview of the canvas and how it extends the "backstage" of a business (as defined within the business model canvas), through to the tools and approach required for creating high level operating models for both businesses and functions.This is a core "go-to" reference guide and highly recommended for anyone who is looking to tackle an operating model project of their own.

This book is well presented, easy to follow, and fun to engage with. Yes, I used the 'f-word'. The authors provide the modern digital product or service manager the missing piece of the BMC+VPC puzzle, answering the question of how to land and operate their project in a live environment.Following the guidance within the pages provides the reader with all of the materials needed to facilitate group conversations and insights into ensuring that a change project is an enduring success.I will add a word of caution though. Be prepared to have some robust conversations throughout this work, because you will no doubt surface organisational technical debt, which will need to be addressed. The value of doing so is increased operational agility, and failure to address such debt will ... Well, I'll leave you to work that out. Success, after all, isn't mandatory.

Absolutely love this book, especially the real life examples!  Having worked with some of the firms mentioned in the book, I can see connections with implementations I have worked on. This book simplifies everything! Thank you!