Transformation often fails not because of poor ideas, but because people don’t understand how change fits together.
A Target Operating Model, or TOM, can provide the structure for improvement, but structure alone is not enough. For transformation to succeed, people must understand and believe in the story behind it.
A TOM shows how the organisation operates. Storytelling connects that model to purpose and meaning. Together, they turn technical change into something people can see, follow, and own.
Connecting the model to the people
When a TOM is developed in isolation, it quickly becomes another unused document. Teams lose sight of what it represents, and communication breaks down.
Creating a clear narrative gives the TOM purpose. It links the visual design to business goals and shows how each team contributes to success. It helps people understand where they fit and what changes for them. Without that, even a well-structured model gets ignored.
In practice, this means using simple, consistent messages to describe how the organisation works today and how it will work tomorrow. It means replacing technical jargon with practical explanations that show value to both staff and customers.
A TOM that focuses on people and communication will produce better outcomes than one that focuses purely on design. It connects what has been planned with what needs to happen.
For a deeper look at how to design your operating model around people and culture, read our post on human-centred TOM design.
Keeping it simple and joined up
The best TOMs are easy to understand. They use a few clear visuals to represent the connections between people, process, technology, and governance.
Avoid overcomplicating the design or relying on generic templates. Every organisation is different, so the model must reflect its unique goals and context. Use data, interviews, and observation to build an accurate picture of how work happens.
Clarity is more important than precision. The model should help people make better decisions, not drown them in detail. A simple, joined-up view of how the organisation operates is far more effective than a complex diagram no one refers to.
Common pitfalls
There are several reasons why TOMs fail to deliver value:
- Lack of executive sponsorship or senior engagement
- Treating the TOM as a one-time project
- Overcomplicating the design
- Neglecting people and culture
- Missing clear messages about outcomes and expectations
Each of these issues comes down to communication. Without leadership, shared language, and regular engagement, even a well-designed TOM will stall.
Sustaining the message
Once the TOM and its narrative are defined, the next step is to communicate them continuously. Use visuals in workshops and reports. Encourage managers to reference the model when making decisions.
Keep updating the story as progress is made. The TOM should show not only the desired future state but also the journey towards it. When people can see progress, the case for continued change gets stronger.
A useful technique is to build short, memorable messages that summarise key principles. These should be simple enough for anyone to repeat and reference in day-to-day decisions.
Conclusion
A Target Operating Model provides structure, but structure alone does not create change. The story that supports it is what gives people the understanding they need to act on it.
Clear communication, simple visuals, and joined-up messages help people see how transformation works and why it matters. That shared understanding is what makes the difference between a plan that sits on a shelf and one that gets delivered.
If you’d like help with creating your own Target Operating Model, please get in touch.
