Target Operating Models (TOMs) often come with a reputation for being overly technical, rigid, and, let’s face it, uninspiring. They’re the kind of thing that makes you nod politely during a presentation while secretly daydreaming about coffee.
But here’s the thing: a great TOM doesn’t start with spreadsheets or process maps. It starts with people. The key to success? Design your operating model around the humans who will use it. Let’s talk about why a user-centred TOM isn’t just a smart move—it’s a game-changer.
What is a target operating model?
A Target Operating Model (TOM) is a plan for how an organisation should work to reach its goals. It outlines things like structure, processes, systems, and people, giving a clear picture of how everything fits together. Think of it as a guide to help the business run smoothly and stay focused on what matters most. Whether it’s improving efficiency, delivering better services, or adapting to change, a good TOM helps bring the organisation’s vision to life.
What do we mean by “user-centred”?
A user-centred TOM is built with one question in mind: How can this help people do their best work or have the best experience? Whether those people are employees, customers, or partners, their needs, frustrations, and aspirations are at the forefront.
Instead of forcing people to adapt to clunky systems and outdated processes, you create systems that feel natural—almost effortless. The result? Smoother operations, happier teams, and a clear connection between strategy and day-to-day actions.
Why this matters now
In an era where flexibility and engagement are critical, organisations can’t afford to ignore the human element. Think about it:
- Happy users = better outcomes: Employees work smarter, not harder, when their tools and processes work for them.
- Efficiency without burnout: Eliminating bottlenecks and frustrations saves time—and people’s sanity.
- Resilience through adaptability. User-centred models are built to flex with changing needs, making them a more sustainable choice.
Building a user-centred target operating model
So, how do you go about it? The process isn’t complicated, but it does require a shift in mindset. Here’s a practical framework:
- 1. Start with empathy
- Forget buzzwords and PowerPoint slides for a moment. Instead, focus on the humans at the heart of your organisation. Who are they? What do they struggle with, and what do they wish could be better?
- In one project, I worked with a team that was drowning in admin because of rigid processes. After speaking with them, it became clear that small changes—like automating low-value tasks—could free up hours each week. Listening led to insights we’d have never uncovered from behind a desk.
- 2. Co-create the future
- No one likes being handed a solution they didn’t ask for. That’s why collaboration is key. Involve your users early, whether it’s through workshops, focus groups, or simply asking for their feedback.
- For example, during the rollout of a new internal platform, inviting employees to test-drive and tweak the system to ensure it actually fits their needs. It wasn’t perfect at first, but their input made all the difference.
- 3. Iterate relentlessly
- A user-centred TOM isn’t a one-and-done deal. It’s a living, breathing framework that evolves with time. Launch in phases, gather feedback and keep refining.
The time vs. payoff debate
You might be thinking, This sounds great, but doesn’t it take longer?
The short answer: Yes, upfront. But imagine the cost of rolling out a model that nobody understands—or worse, actively resists. The time you invest now will pay dividends later, in smoother operations, happier teams, and fewer headaches.
Why it works
At the heart of this approach is a simple truth: when people feel heard and supported, they perform better. Whether it’s a frontline worker who finally has the tools they need or a customer who enjoys a seamless experience, centring your TOM on users is about more than efficiency. It’s about creating a culture of care and connection.
So next time someone says “target operating model,” don’t think of diagrams or jargon. Think of people. Think of possibilities. Because the best TOMs aren’t built for perfection—they’re built for humans.
How could rethinking your operating model unlock new potential? Let’s start the conversation.
