Worksheet · Operating Model Health Check
Rate the capabilities before moving any boxes
A reorganisation is often a capability gap with a new chart. This sheet rates the capabilities the strategy needs against today, and fixes each gap before anyone redraws the structure. It builds the Competent step of the check:
The few capabilities the strategy depends on are listed and honestly rated, and gaps are fixed by hiring, training or buying before any boxes move.
Step 1. Rate today against what the strategy needs
| Capability the strategy depends on | Level the strategy needs (average, good, excellent) | Level today | Evidence for today's rating | Gap |
|---|---|---|---|---|
| e.g. Costing and pricing of custom jobs | Excellent | Average | Quotes rebuilt by hand; margin known after the job | Two levels |
Rate from evidence. A rating nobody can back with an example is a guess.
Step 2. Decide the fix for each gap
| Capability | Hire, train, buy or borrow | Why that one | Owner | Cost | By when |
|---|---|---|---|---|---|
Step 3. Then ask about structure
| Question | Answer |
|---|---|
| With the gaps fixed, does the structure still need to change? | |
| If so, which gap does the new structure close that the fixes do not? |
A business under 50 people: before you next reshuffle jobs, rate the three skills the strategy most depends on. For each gap, decide whether to train someone, hire, or buy the skill in part-time.
Done when: the capabilities the strategy depends on are rated with evidence, and each gap has a fix under way before the structure changes.
Adapted from our own organisation and capability review (PJP, 2017).
From the Operating Model Health Check. Your report links the sheet for each of its moves.