A great Target Operating Model should include a clear and engaging Vision, that all teams from around the organisation will readily get and buy-into, and also define the target organisation, not down to the level of detailed operational procedures, but at a sufficient level detail to be meaningful to and to guide the work of specialists.
I develop great target operating models.
But how do you best navigate from where the organisation is now, to a realistic next development step (a significant transformation will never be a journey of one step), and keep all of the business teams and parts of the business moving forward together?
I also develop and have used one-page maturity models to set out what good looks like for each critical business area, to baseline where the organisation is now, to help frame realistic goals, and to provide a yardstick against which to assess progress.
Examples of where I have done these activities before include: across AIG's contact centres globally; separately for all of AIG's Operating activities in Europe; and for customer service across Lloyds Banking Group.
How long would it take to produce an outstanding Vision, Target Operating Model, set of maturity models, and to baseline where the organisation is now, and within a broader framework for transforming the business?
Probably around three months, but more information would be needed to firm up on timelines and costs.