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Target Operating Model: Structure, Process, KPIs, 370+ Tools
2,957 students
Target Operating Model: Structure, Process, KPIs, 370+ Tools
Reorganised and nothing changed? Align org structure, business processes, roles, KPIs and workforce planning in a model
Last updated 10/2026
English
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What you'll learn
- Stop redrawing the org chart and hoping work will change: take 370+ tools in 52 downloadable resources, lecture presentations plus working files
- Get our top working files: Operating Model Gap Check, job profile workbook, performance appraisal form, employee handbook
- Choose an organisational structure with six design drivers, a structure selection checklist and the star model
- Decide who decides: RACI and RAPID for a matrix where every decision now needs three people
- Describe processes so that the structure determines how work moves: a process template, SIPOC, swimlane diagrams and BPMN
- Build job profiles from real job analysis with an interview script, a job observation checklist and competency templates
- Define indicators from critical success factors with a KPI specification, an indicator database and a dashboard checklist
- Calculate capacity in FTE and run a gap analysis between the model you designed and the people you have
- Run the redesign as a project: diagnosis, an action plan template, evaluation of results and change management
- Learn with Mike, the #1 HR instructor on Udemy: 1,800,000+ enrollments, 170,000 students, about 200 books on Amazon
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Course content
16 sections • 43 lectures • 22h 50m total length
Requirements
- An organisation or a function you can apply this to: every section produces a document
- No consulting background needed: organisational design, BPMN and FTE are introduced from scratch
- A spreadsheet for the structure diagnostics, the profiles and the capacity model
- Nothing to buy for the course itself: presentations and working files are attached to the lectures
- English at intermediate level or above, since all lessons are in English
Description
This course contains the use of artificial intelligence.
An organisational chart is not an operating model. It is one of several things that have to agree with each other, and in most companies they do not. Here are 372 tools to make them agree: 9 working files, 211 ready-to-use procedures, question lists, templates, checklists and matrices, 131 models and methods, and 21 services and apps shown on screen.
Open a lecture, take the tool, produce one document of your model this week.
Where the disagreement shows up
Two people are accountable for the same outcome, because the reorganisation moved a box and nobody rewrote the process underneath it. A matrix was introduced without deciding how power is distributed inside it, so every decision now needs three people and gets two. Roles were copied from a template, so nobody can be assessed against them. And the headcount plan was built against the old structure, so the new one is short in exactly the places that matter. None of these are structure problems. They are alignment problems, and they appear whenever one element is redesigned on its own.
What changes after this course
You design the operating model as one connected system. The structure follows the design drivers and not the last company you worked at. Processes are described, and the description matches the structure. Roles come from job analysis. Indicators come from what the business needs to succeed. And the headcount is calculated for the model you designed.
What is inside: 372 tools, counted lecture by lecture
You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.
- 52 downloadable resources: the lecture presentations plus 9 standalone working files (Operating Model Gap Check, job profile workbook, performance appraisal form, recruitment policy, employee handbook, a salary survey workbook and job leveling references)
- 211 ready-to-use tools inside the presentations:
- 47 step-by-step procedures and workflows: five-step organizational design, organizational transition roadmap, value chain process decomposition, process implementation
- 41 question lists and scripts: operating model design, organizational change readiness, OD diagnostic interview, leadership role design
- 40 templates and sample documents: goals-to-design-criteria table, organizational design project plan, business process description, job profile
- 34 checklists: organizational design selection, OD project infrastructure, process boundary identification, KPI quality
- 30 scorecards, rubrics and matrices: RACI responsibility matrix, succession risk matrix, requisite organization work levels, process maturity assessment
- 16 formulas and metric sets: FTE calculation, trend-based workforce demand calculation, recruiter capacity planning, workplace performance metric map
- 3 other working tools: personal history team exercise, team effectiveness feedback exercise, event-driven process chain
- 131 models and methods explained with examples: Galbraith Star Model, RAPID decision model, balanced scorecard, BPMN process notation
- 21 services and apps shown on screen, from a quick look to a detailed demo: Lucidchart, Miro, Microsoft Visio, Power BI, Tableau, Kissflow, Confluence, PeopleForce and others
Where the tools are
- Start here (1 tool). The Operating Model Gap Check.
- The method: organisational development (3 sections, 108 tools). Entering the work, diagnosis, interventions, evaluation and change management.
- Structure: organisational design (3 sections, 43 tools). The five steps, the star model, six drivers, archetypes, the matrix, leadership and transition, with company cases.
- Processes (2 sections, 39 tools). Methodology, BPMN, tools and running the description as a project.
- Roles (2 sections, 58 tools). Job analysis, profiles, competencies and using the profile across the employee cycle.
- Indicators (3 sections, 59 tools). Success factors, design, definition, display and the myths that break measurement.
- Capacity (2 sections, 83 tools). FTE, segmentation, gap analysis, forecasting, headcount optimisation and the full cost of a role.
Who is teaching
I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe. I am also a founder and lead the strategy of my own academy.
I have seen this disagreement from inside. When Wargaming moved to a product structure, a product had several leaders: a technical lead, a marketing lead and a business lead, and they argued about who was responsible for what. To remove it, we wrote out all the stages of the process and then assigned the letters of a responsibility matrix: who is accountable, who does the work, who is consulted and who is informed. Earlier, at the STB television channel, I came to build recruitment where there were two recruiters, more than 100 vacancies and no statuses, reports or forecasts. I started with the process: I drew how it should work, trained the recruiters, showed it to the hiring managers and followed it strictly.
How to use the course
Start with the first lecture and its Operating Model Gap Check: it shows which element of your model disagrees with the others most. Then follow the order in which a model is built, or go straight to the weakest element. Section and lecture titles show how many tools are inside, and each lecture description lists them by name.
What is included
- 43 lectures across 16 sections, 23 hours
- 52 downloadable resources: lecture presentations and 9 working files
- 372 tools across the lessons, including 21 services and apps shown on screen
- Lifetime access to all materials
- Active instructor support in the Q&A section
- A Udemy Certificate of Completion
Where to start
Take one outcome that two people in your company both believe they own. Open the lecture on integrating the structure, write out the stages of that process and assign the responsibility letters with both of them in the room. One standing conflict will be settled. Enrol now and start your first lesson today.
Who this course is for:
- Operations and transformation leaders redesigning how a company is organised
- COOs and chiefs of staff who own the operating model in practice
- HR and organisational development professionals doing org design without a framework for it
- Consultants delivering target operating model work for clients
- Founders whose company outgrew the structure it started with
- Department heads restructuring a function and unsure where to start