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Keep shoppingTarget Operating Model: Structure, Processes and KPIs [EN]
2,750 students
Target Operating Model: Structure, Processes and KPIs [EN]
target operating model | organizational design | org structure | business process | roles | KPI | workforce planning
Last updated 8/2026
English
English [Auto],
What you'll learn
- Design an operating model as one connected system instead of six separate initiatives that contradict each other
- Choose an organisational structure using six design drivers rather than copying the last company you worked at
- Decide when a matrix is the right answer, which of the three types you need, and how power is distributed inside it
- Describe processes in BPMN so the structure you drew actually determines how work moves
- Build job profiles from real job analysis, and use them for hiring, development, appraisal and goals
- Define indicators from critical success factors, and avoid the six myths that break most measurement systems
- Calculate capacity in FTE and run a gap analysis between the model you designed and the people you have
- Run the whole redesign as an OD project with entry, diagnosis, intervention and ROI evaluation
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
Explore related topics
Course content
15 sections • 41 lectures • 22h 36m 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
- Willingness to redraw something that currently works badly but that people are used to
- English at intermediate level or above, since all lessons are in English
- A spreadsheet for the structure diagnostics, the profiles and the capacity model
Description
This course contains the use of artificial intelligence.
An organisational chart is not an operating model. It is one of six things that have to agree with each other, and in most companies they do not.
The structure says one thing, the processes say another, the job descriptions describe roles that stopped existing two years ago, and the indicators measure whatever was easiest to extract from the system.
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, which means 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.
How the course works
Forty-one lessons following the order an operating model is actually built. The method first, eight lessons of organisational development: entering the work, diagnosis through observation and data, choosing the level of intervention, evaluating the result with ROI, and managing the change — because a redesign is a change project before it is a diagram.
Then structure. Eight lessons on organisational design: the five steps, the star model, the six design drivers, organisational archetypes, when a matrix is the right answer and which of the three types you need, how power is distributed inside it, span of control, the leadership cascade, and the transition itself — phased, piloted or all at once. Ending with five real company cases including Wargaming and ArcelorMittal.
Processes, roles, indicators and the people to staff it
Then the processes that make the structure real: methodology, BPMN, tools, and running a description project through to defending it with management. Then roles — job analysis, profile techniques, describing competencies so two readers agree, and using the profile for hiring, development, appraisal and goals.
Then the indicators the model is judged on: critical success factors before measures, impact mapping, the measurement traps, the reporting hierarchy, and the six myths that quietly wreck most systems. And finally capacity — FTE, segmentation, the gap between the model you designed and the people available, demand forecasting, and the optimisation levers.
Who is teaching this
Mike, the number one HR instructor on Udemy. More than 1.6 million course enrolments, over 150,000 professionals trained, PHRi and SHRM-CP certified, HRCI representative in more than 10 countries. I built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals. Wargaming is one of the structural cases in this course, which I can discuss with unusual specificity.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
The first check
Take your current org chart and one process that crosses three departments. Trace the process on the chart. If it does not follow the reporting lines, you have found the gap, and it is the reason the last reorganisation changed less than expected. Enrol now and start the 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
- Business analysts and process owners who see that the structure and the processes disagree