Operating models and management

Balance in the operating model forms the basis for operational management that provides stability and reduces stress

An operating model is the collective term for the processes, tools and standards that form the foundation for the organization to deliver on its core task - efficiently, stable and without stress.

Driftsmodel og driftsstyring

The foundation of your operating model "tells":

  • How you have organized yourself in response to the customer's specific input in the form of e.g. a call, an email, an application, a case, an assignment or a project
  • How you deliver to your customers in a flow
  • How you manage and follow up with data and goals
  • How you with standards ensure quality in management, processes and deliveries
  • How you distribute the work with the distribution of roles and responsibilities

When the operating model and operational management do not work

A great many organizations have problems in teams and departments because the operating model does not work.

  • It can be in member counseling, where the distribution of telephones and the "quick emails" becomes a daily (power) struggle, because everyone also wants to have time for the "nice and heavy" matters. We are also measured on that.
  • It may be in the complaints department, where the distribution of cases is locked with the sacred distribution key, so that we blindly assign the overburdened employee more cases - while others are running out.
  • It may be in the agency that wants "the citizen at the centre", but the case will only be opened after 21 days - because the KPI says 21 days
  • It may be in the administration, where the service and the decisions vary so much from employee to employee that the citizens would be in for a shock if they got insight into this.

Many try, but do not do it professionally

It is often new to look at one's own organization as an operating model. Many organisations, managers and employees do not have a sufficiently professional approach to establish and maintain the entirety of an operating model. They don't show it enough attention. And very few managers have received formal skills development in operations management and management.

At the same time, most managers and employees try every single day to make the operating model work - so that we can deliver on the core task.

An unbalanced operating model is one of the primary sources of stress, bad mood, frustration and an experience of working in a place where things are run unprofessionally.

What we can help with

In Klart, we help make operating models work. To bring the operating model into balance, then:

  • The organization is designed around the customer and the task
  • The organization manages the customer through an efficient flow
  • The KPIs promote specific behavior that maximizes customer value
  • Standards maintain an appropriate uniformity
  • Everyone knows their roles and responsibilities

It is typically about getting operational management in place in relation to getting:

  1. Established, the concrete tools in the form of duty schedules, boards, shelves, distribution principles, visible standards and role descriptions
  2. Supplemented with more behavioral and value-oriented best practise "this is how we do it in the team"
  3. Get introduced and trained in tools and new behaviour
  4. Get feedback and continuously improve the operational model, because the operating model must – and can easily – be adjusted as we try it out and become wiser.

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