Blockchain case study  237

of allocated budget needs to be highlighted to the sponsors of the pro-

gramme promptly. A delay in highlighting the budget concerns can

have an impact on the whole strategy of the company and can have

disastrous outcomes.

• Every programme and milestone within it must create business value

and align to the IOSpeed strategy (Figure 8.3).

Define the operating model

The operating model has a big role in establishing the structure to run the

organisation business effectively. It defines how IOSpeed will operate the

business. The existing operation model is called ‘Operating Model’, and if an

organisation is going through strategic transformation, the future operating

model is called ‘Target Operating Model’. These terms are also classified as

• Operating model: How an organisation operates currently? – ‘As-is

model’

• Target operating model: How an organisation will operate in future?

– ‘Target Operating Model’.

The following are the steps to design and establish an effective operating

model for IOSpeed:

• Create a baseline of the existing operating model for IOSpeed.

It should include all functions of the organisation and how they

­operate to provide value to the end customer.

• Define requirement for the target operating model. This should define

how the new functions will operate.

Governance model - framework

Executive summary

A high-level summary of the purpose of governance model and what are the benefits that can be delivered as part of the

model

Strategic initiatives

Includes list of strategic objectives and the purpose of them

against organization vision and mission

Strategic alignment of the initiatives

Clear mapping of initiatives to strategy to make sure all

initiatives are aligned to the strategy of the organisation

Roadmap and timelines

Define a roadmap of the initiatives, their delivery timelines,

setup KPIs, dependencies and business outcomes

Budget allocation and % of budget spend

Align the budget against each initiative and measure the % of

budget spend for each initiatives

Risks and Issues

Define a list of all potential risks against each initiative. If the

Risks have become issue, provide details of the issues as well.

RAG (Red, Amber, Green) status

Provide a RAG status against each initiative and the whole

programme that has made up of multiple incentives

Re-pivot of the initiatives Roadmap, timelines and budget

Provide a clear articulation of the initiatives that have to

reset in terms of timelines, scope change and budget re-

allocation. Each initiatives must have a risk or issues against it

to justify the re-pivoting.

Deliverables and success stories

Provide a list of any business success story through the

initiative's delivery. Provide a list of any initiatives that has

been completed successfully.

Bottlenecks and ask from Management

Provide a list of any bottlenecks that has a potential to

impact the delivery of the initiatives on time and budget. It

should also have a clear ask from the management to

support it.

Figure 8.3  Governance template.