Target Operating Model (TOM) Consulting

What a Target Operating Model Defines

Value streams, processes, roles and responsibilities, technology architecture, data, performance metrics and governance.

These elements form one design. Value streams show how value reaches the customer. Processes and roles describe who does the work. Technology and data support it, metrics show whether it works and governance keeps decisions consistent. Changing one without the others produces a model on paper that people cannot run.

The work follows four steps. We confirm the strategic goals and the capabilities they require, analyze current operations to find inefficiencies and misaligned resources, define the future state across processes, structure, technology and governance, and prepare an implementation plan with measurable outcomes to track progress.

A target operating model turns strategy into a design that the whole organization can run.

Benefits of a Target Operating Model

A clear target gives every transformation project a direction and every investment a reason. These are the benefits our clients look for.

A shared picture of the future operation. Leaders and teams work from one design, so projects do not pull in different directions.

Lower cost and better use of resources. Removing redundancies and aligning processes with technology reduces waste and frees capacity.

Prioritized investments. The gap analysis shows which changes matter most, so budget and effort follow strategic value.

Less friction between sales, service and operations. Clear roles and end-to-end processes remove the silos that slow customers down.

A model that can scale and adapt. Standardized processes and governance help the company grow into new geographies or channels while keeping quality.

See what the gap between your current and target operation looks like.

How ICX Moves You from Current to Target State

ICX runs a gap analysis, designs the TOM, defines the transition roadmap and supports change management through implementation.

We begin with the strategic decision that drives the redesign, such as a new market, a channel or a merger, and the customer outcome it must achieve. The ICX Maturity Model evaluates the current stage and guides how ambitious the target should be. The ICX Process Transformation Framework analyzes and redesigns the processes so the model is scalable and adaptable. The ICX Executive Blueprint maps processes, technology, business rules and KPIs, which gives a complete view of the organization to refine. When new software is part of the target, the ICX Transformation Framework guides its adoption into the sales or service process.

We implement target models on platforms such as HubSpot, Salesforce, Appian and Bonita, with Power BI to monitor the indicators defined in the model.

Tell us what your operation needs to look like to deliver your strategy.

Target Operating Model Use Cases

When to Redesign Your Operating Model

Strategy has changed and the operation has not. A TOM translates the new direction into the processes, roles and systems needed to deliver it.

A merger or acquisition combines two operations. It defines one target design and a transition roadmap, so duplication is removed and customers see one company.

A new channel or market is being opened. It standardizes operations across geographies and channels while preserving quality.

A CRM or ERP implementation is planned. The TOM defines the processes and data before configuration, so the system supports the design instead of dictating it.

Growth exposes bottlenecks between sales, service and operations. End-to-end process design aligns the handoffs, KPIs and responsibilities across these areas.

Retention or conversion is weak and the cause sits in how teams work. The TOM aligns the customer journey, service delivery and sales processes around the customer outcome.

What a Target Operating Model Gives Each Leader

CEO. A clear link between strategic vision and execution, with a roadmap the leadership team can govern.

CFO. A basis to size, sequence and justify transformation investments, and a view of the savings from removing redundancies.

COO. Defined processes, roles and governance for the future state, and a transition plan that protects daily service.

CMO. Marketing integrated with sales and service processes, so customer messages and experiences are consistent.

CSO and sales leadership. A simpler sales process with identified bottlenecks, clear KPIs and alignment with service.

Want to know which of these situations is closest to yours?