The operating model for IS&T is the value chain on how the function provides services and adds value to the business it is supporting. IS&T, like every other business functions, is aligned to accountable processes that when slotted in to the end to end Business Value Chain, set the delivery expectations and allow the detail to be defined and implemented to deliver the business value.
Once the IS&T function understands its role in the value chain, the next step is to figure out how that will be fulfilled which at a very basic level comes down to a demand and supply model and defining the processes needed to support that.
Some demand is near fixed and supports the day to day operations. Some is change and driven by fluctuating investment levels. The supply model needs to understand how to prioritise demand and deliver without surprises. This requires your operating model and supporting processes to be defined.
The model can be defined in many ways with many definitions but basically falls into three categories that come with several different names. Here are just two sets of names: –
- Plan or Governance & Compliance
- Build or Strategy & Innovation
- Run or Operations
The sub process can then be defined and when it all comes together, you will know what IS&T should be doing, how it will deliver and how to measure it for value and success.
I can help with
- Defining how IS&T fit in to the value chain.
- Defining the processes that are needed to support the value chain.
- Defining the KPIs for IS&T to measure success against the Operating Model.
- Defining a change plan to move into the Operating Model and or to bring it to different levels of maturity.
- Defining delivery models to support the processes.
- Defining sourcing models.
- Defining organisation models.