Segment A Segment B Segment C Segment D Segment E Segment F Combinemanage together Link or standardise but manage by segment All Value Chain Steps Separate and manage by segment Source of advantage ID: 680730
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Slide1
Organisation ModelsSlide2
A value chain map as an operating model
Segment A
Segment B
Segment C
Segment D
Segment E
Segment F
Combine/manage together
Link or standardise, but manage by segment
All Value
Chain Steps
Separate and manage by segment
Source of advantageSlide3
Value chain map as an organisation model
BUY
MAKE
SELL
BUY
MAKE
SELL
BUY
MAKE
SELL
Operating Units
(value chains focused on different segments
Head Office plus elements of the value chains that have been
centralised
Separated with some
standardisation
/links
Combined and
centralised
Centralised
to manage linksSlide4
Organisations have two kinds of work
Operating work
Do work aimed at delivering value to “customers”Support workDo work aimed at helping other departments within organisation
Operating work can become support work if it is “centralized”Slide5
Function
Process
GeographyCustomerProductProject
AssetEtcTwo boss matrixFront/back
Three ways to structure the operating work
Value Chain
Unitised
MatrixSlide6
Four types of support work
Head
of structure
More powerful
Less powerful
Operating Work
Policy e.g.
Core resource e.g.
Champion/Coordinate e.g.
Shared service e.g.
Lean/ Operating excellenceKey accounts
FinanceHRResearchMarketingFinance servicesHR servicesSlide7
Impact of combining/
centralising
Combining converts “operating work” into “support work”When combining or centralising it is important to define the role of the support workPolicyChampionShared Service
Core ResourceSlide8
Supervise
Chief Regulator
COO
Executive Director for Vocational Qualifications
Executive Director for General Qualifications
Reform Programme
CEO Office
Comms
HR
IT
FinanceLegalOps MgmtAuthorise
SuperviseEnforce
Research & EvaluationQualification PolicyQualificationStandardsRegulatory Development
Super-moderationSchool Qualification Design LeadStakeholder EngagementRegulatory Development
QualificationStandardsQualification PolicyCustomer servicesAssurance
Regulatory Op’sBoard Stakeholder EngagementExecutive Director of Strategy, Risk & Research
Strategic Policy & Risk
Business Planning & Performance Mgmt
The target organisation structure for the regulatorSlide9
Regulator structure as an organisation model
COO
Strategy
General
Educational