Case Study: Supporting the design, maintenance and implementation of an IT Target Operating Model (TOM)

Peter delivered outstanding quality work for us when we decided to simplify the role architecture in global Finance and IT. As an expert in the area, he brought common sense solutions and thus reduced a complex legacy to a much more coherent, practical model which could be tracked on a long and challenging change journey.

Gordon Barrie

Global Head of Corporate HR


IT Function of a Global manufacturing organisation.



New Target Operating Model and new organisation deign. IT leadership and HR Organization Development team wanting to simplify approach to roles and enable strategic workforce management and organisational agility.





The Challenge

  • Historic, legacy of 500 individualised role profiles. Out of date and unused.
  • Disparate role naming standards and made it difficult to perform strategic workforce management tasks such as Position Management, Capability Tracking, strategic L&D planning, internal benchmarking with respect to job evaluation and grading and team sizes in different countries / functions
  • New roles / recruitment typically required ad hoc production of role profile and job evaluation
  • Little central control over role profiles, resourcing of teams
  • Design, maintenance and implementation of a new TOM / Organization Design required discipline and organizational approach to position management


  • Role profiles updated in line with strategic requirements of the IT Target Operating Model and Organisation Design
  • Smaller number of profiles – duplication removed, clarity on purpose and skills / competencies for each role
  • Speeding up recruitment as creating specific role profiles and grading each role no longer required and standard templates
  • Aiding career development by enabling easy to understand career paths with clear links to skills (SFIA) competency frameworks
  • Making moves between positions easier and more attractive
  • Increased organisational agility – reorganisations are less likely to require re-writing of role profiles
  • Reduce maintenance effort
  • Providing greater organisational transparency enabling internal benchmarking across regions
  • Consistent, high quality, using industry benchmark



  • Robust process, engagement of stakeholders and subject matter experts
  • Clear, simple, focussed documentation to provide confidence to senior management at the right level of detail for sign off
  • Traceability via a robust analysis method and model
  • Mapping to SFIA and competency framework
  • Development of communications and engagement pack to explain, educate and support roll out
  • Rationalised 500 job descriptions to 30 profiles in 11 IT career families (Business Analysis, Business Partners, Design & Architecture, IT Leadership, IT Security, Planning & PMO, Process & Compliance Management, Project Management, Service Management, Vendor Management, Regional / Business Unit IT Management)
  • Full design of role profiles to meet the varying uses – for position management, recruitment, development, resource tracking, validation of TOM, organisational agility