Worksheet · Operating Model Health Check
Finish the last restructure, then design the next one first
It prints on A4 with room to write.
A restructure drawn on a chart, with everyone reapplying for their own job, often finishes in name only. This sheet lists what the last one left undone and sets the rules for the next. It builds the Competent step of the check:
The change was designed before it was announced, and existing people were moved into the new roles rather than made to reapply.
Step 1. What the last restructure left unfinished
| What it set out to change | Done? | What is still unfinished | Owner | Date |
|---|---|---|---|---|
| e.g. One sales team for all regions | Partly | Two regions still report locally | Sales director | End of quarter |
Step 2. Before the next one is announced
| Check | Done? |
|---|---|
| The design is finished down to the roles that change | |
| Every current person is mapped to a new role, or to a conversation | |
| People move into the new roles; only a few named roles are opened to a selection | |
| One announcement for the whole change, with no team announcing early | |
| The review ninety days after the announcement is booked |
Step 3. Map people to roles
| Person | Current role | New role | Same, changed or new | Conversation date |
|---|---|---|---|---|
Done when: the next change has a finished design before it is announced, and every current person has been mapped into a new role.
Adapted from our own implementation principles (PSP, 2013).
From the Operating Model Health Check. Your report links the sheet for each of its moves.