Target Operating Model

Customer Segments Business Model How does your organisation earn money now and in the future? Which customers do we want to serve? Which customer segments can we identify on the basis of the customer needs? Which channels do we use to reach our customers?

Channels

Products & Services

What are the main needs, what is the desired product/service portfolio per segment? What is the pricing of our products/services? Which organisational design is efcient? What is the most appropriate governance for effective decision making? Do we need a central or decentral organisational structure? What is executed by ourselves, what is outsourced? Which processes do we have?  How can we reach alignment between processes and our strategy regarding customers, and costs (e.g. by means of shared services)? Which systems are required to support the processes? Which information ow is required for communication through the entire chain; from customer to supplier? Which buildings and machines do we use for our operations? How do our employees perform most efciently and how do we ensure the right behaviour and accompanying performance? Which roles and responsibilities can we distinguish? How many FTE are required? How do we facilitate the learning, and involvement of our employees? How do ensure most efcient performance from our employees? Which KPIs belong to our strategic goals? How do we value our employees, which behaviour would we like to stimulate with this? How are we going to structurally manage our employees and operations on performance and behaviour?

Organisational Design

Operating Model

Processes

Information & Technology

Physical assets

Deloitte Wilhelminakade 1 Rotterdam 3072 AP +31 (0)88 288 2888 www.deloitte.nl

2012 Deloitte The Netherlands

People Model

Development & Deployment

Performance Management