About the Standard
What is OMDDMS®?
OMDDMS® is the standard for operating model transformation: a sector-agnostic, repeatable method for designing, delivering, and governing operating model change. It was created to address the root cause of the 70% transformation failure rate identified by McKinsey1: not flawed strategy, but the flawed execution of operating model design and delivery.
The Standard provides a structured method, the Operating Model Design and Delivery Method (OMDDM), with defined phases, artefacts, and governance mechanisms. At its core is the Content Model, which gives every component of an operating model a precise, agreed definition, removing the ambiguity that causes transformation programmes to stall.
Because OMDDMS® is sector-agnostic, it applies across financial services, healthcare, central and local government, nuclear new build, manufacturing, retail, professional services, utilities, and beyond. It was designed to work alongside the frameworks your organisation already uses, including TOGAF®, PRINCE2®, SAFe®, ITIL®, COBIT®, and ISO 31000, rather than replace them.
1 McKinsey & Company, "Common pitfalls in transformations".
Designed to integrate
What the OMDDM integrates with
OMDDMS® was designed to work alongside existing standards, frameworks, and methods, not replace them. If your organisation already uses TOGAF® for enterprise architecture, PRINCE2® or SAFe® for programme management, ITIL® for service management, COBIT® for governance, or ISO 31000 for risk management, OMDDMS® works alongside them. The table shows how each phase of the Operating Model Design and Delivery Method (OMDDM) maps to the disciplines and frameworks your organisation may already use.
| Discipline | OMDDM phases | Standards, methods, frameworks1,2,3 |
|---|---|---|
| Portfolio, programme and project management | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO 21500:2021, ISO 21502:2020, Project Management Institute (PMI), Association for Project Management (APM), Agile Alliance (AA), Scaled Agile Framework (SAFe®) |
| Business analysis | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO/IEC/IEEE 29148:2018, International Institute of Business Analysis (IIBA), British Computer Society (BCS) |
| Software engineering and testing | Design, Transition | ISO/IEC/IEEE 26514:2022, DevOps, GitOps, International Institute for Software Testing (IIST) |
| Service management | Discover, Analyse, Design, Transition, Monitor | ISO/IEC 20000-1:2018, ITIL® (Version 5) |
| Risk management | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO 31000:2018, International Risk Management (IRM) |
| Enterprise and domain architecture | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO/IEC/IEEE 42010:2022, TOGAF®, BIZBOK® |
| Systems and software engineering | Design, Transition | ISO/IEC/IEEE 12207:2017 |
| Governance | Scope, Discover, Analyse, Design, Govern | ISO/IEC 38500:2024, ISO 37000:2021, COBIT® 2019 |
1 Sample list 2 All trademarks are the property of their respective owners and are acknowledged 3 Other standards are available from standards organisations, industry groups, and commercial organisations. See the full mapping.
Audience
Who the Foundation course is for
The Foundation course is designed for professionals who direct, govern, or deliver business and IT change. Because OMDDMS® is sector-agnostic, it is equally relevant across private, public, and not-for-profit organisations of any size. No prior knowledge of OMDDMS® is required.
Outcomes
What you will be able to do
After completing the Foundation course and passing the online exam, candidates can apply what they have learned straight away. These are some of the capabilities you leave with.
Curriculum
Learning objectives by module
The Foundation course covers 12 modules across two days. The complete learning objectives for every module are listed below. Select any module to expand it.
01Introduction to Operating Models
- Define an operating model
- Explain the history of the operating model concept
- Discuss the rise of the operating model in written work
- Describe the fundamental elements of an operating model
- List the benefits of defining and managing the operating model
- List the drivers, outcomes, and success criteria related to operating model transition
- Describe the reasons for having a defined and managed operating model
02Introduction to the Operating Model Design and Delivery Method
- Explain the difference between a methodology and a method
- List the benefits a method brings to operating model design
- List the four major components of a method
- Explain why we need a method to develop operating models
- List the steps necessary to develop an operating model
03Integrating the OMDDM
- Understand how each OMDDM phase integrates with industry frameworks
- Describe each phase of the OMDDM and its outcomes
- Understand the usage rules of the OMDDM
- Understand the integration factors
- Describe the typical activities to integrate the OMDDM
- Understand what makes a successful integration
04Introduction to the Content Model
- Describe the Content Model
- List the Level 1 and Level 2 Concepts of the Content Model
- Describe how the Content Model helps in the development of an operating model
- Explain the Context Concept and how it relates to the Structure Concept
05Strategy
- Explain what strategy is
- Describe where strategy is placed in the Content Model
- List organisational drivers that can result in operating model change
- Explain why operating model change might be required
- List at least 8 external drivers of strategic change
- List 2 techniques used to understand operating models and related change
- Explain what ESG is and its importance to operating model transformation
- Recognise the potential impact of SDGs on large-scale operating model transformation
06The Operating Model Transformation Practice
- Describe what the Operating Model Transformation Office (OMTO) and Operating Model Board (OMB) are
- Explain why the OMTO and OMB are necessary
- List the similarities and differences between the OMTO and the PMO
- Discuss the change characteristics that are specific to the OMTO and OMB
- Discuss why the OMTO and OMB are necessary in operating model transformation
- Discuss example OMTO and OMB structures
07Principles
- Describe what a principle is
- Explain the basic structure of a principle
- Explain the extended structure of a principle
- Explain how to develop principles
- Explain when a principle is used
08Legal Considerations
- Understand why operating model design should consider the legal implications of any change
- Identify the 10 main areas of legal consideration linked to operating model design and change
- Recognise that legal advice must be provided by legal professionals
09Organisation Design
- Describe an organisation
- List the four major components of organisation design
- Explain why organisation design is important for understanding operating models
- Discuss the implications of not undertaking organisation design
- List at least 2 model approaches to organisation design
- List the generally accepted rules for designing organisations
- List at least 4 standard organisation design structures
10Decision Making
- Describe what decision-making is
- Explain the need for good decision making
- Describe the benefits of good decision making
- Describe the support for decision making
- Describe decision governance
- List the roles involved in a decision-making board
- Describe the expectations of a decision-making board
- List the implications of good and poor decision making
11Decision Rights
- Describe what a decision right is: what they are, why they are needed, who decides and allocates those rights
- Describe how to develop decision rights
- Explain GDU, the new, relevant, and pragmatic approach to decision rights, including the definition and its use
- Explain RACI, including definitions and use
- Describe why you might use GDU instead of RACI
12Capabilities and Services
- Describe what a capability is
- Explain what a capability model is
- Explain the causes of change to capability
- Describe what a service is
- List different types of service
- Outline the components of a service
- Discuss the characteristics of a capability
- List different types of capability
- Explain the relationship between capability and service
Applied learning
Practical exercises
Across both days, candidates complete six structured exercises using a real-world case study, applying each concept in context.
Certification
Exam and certification
Certification is awarded on passing an online exam. There is no paper-based assessment, and results are instant.
Foundation exam
Certification pathway
Where Foundation fits
Foundation is the entry point to OMDDMS® certification. Progress to Practitioner, or take both levels together in the 4-day Combined programme.
Delivery
Delivered by people who have done operating model transformation
All OMDDMS® courses are delivered by OMDDMS® Accredited Training Instructors who have extensive knowledge of OMDDMS® and deep experience in understanding and delivering operating model transformation.
Accreditation and governance
A standard you can rely on
Common questions
Frequently asked questions
Questions about the Foundation course, the Standard, or the pathway. If your question is not here, contact OMDDMS Ltd.
01What is the OMDDMS® Foundation course?
The OMDDMS® Foundation course, formally titled Applied Operating Models: Design and Delivery Foundation, is a 2-day certified training programme teaching the fundamentals of operating model design and delivery using OMDDMS®. It covers 12 modules, and candidates complete an online exam to receive a digital badge and certificate. It is CPD accredited at 20 hours by The CPD Standards Office (Provider 51019, 2026–2028).
02How do I get certified in OMDDMS® Foundation?
Candidates complete the 2-day Foundation course and then sit an online exam: 60 minutes, 50 multiple-choice questions, with a pass mark of 60%. The exam must be taken within 12 months of the course. Candidates who pass receive a digital badge and certificate awarded by OMDDMS Ltd, the governing body of the Standard.
03Do I need prior experience to attend?
No prior knowledge of OMDDMS® is required. Foundation is the entry point to the Standard. A general familiarity with business or IT change programmes is helpful but is not a formal prerequisite.
04What is the difference between Foundation and Practitioner?
Foundation establishes conceptual and structural knowledge of OMDDMS®: what the Standard is, how the method works, and how the Content Model structures operating model development. Practitioner teaches application of the full OMDDM phase by phase, from Scope to Govern, including the full artefact set and the OMDDMS® Maturity Assessment. Foundation is a prerequisite for Practitioner.
05Is the course CPD accredited?
Yes. The OMDDMS® Foundation course is CPD accredited at 20 hours by The CPD Standards Office, Provider 51019, accreditation period 2026–2028.
06How much does the Foundation course cost?
Pricing is set independently by each OMDDMS® Accredited Training Organisation (ATO). Contact your chosen ATO for current pricing and dates.
07Can the course be delivered privately for my organisation?
Yes. OMDDMS® Accredited Training Organisations offer private delivery of the Foundation course, virtually, at your organisation's premises, or at an off-site venue. Contact your chosen ATO for group pricing and scheduling.
08What frameworks does OMDDMS® integrate with?
OMDDMS® was designed to integrate with existing standards across eight disciplines, including ISO 21500/21502, PMI, APM and SAFe® for portfolio and project management; IIBA and BCS for business analysis; ITIL® for service management; ISO 31000 for risk management; TOGAF® and BIZBOK® for enterprise architecture; and COBIT® 2019 and ISO/IEC 38500 for governance.
09I use TOGAF®. Is OMDDMS® relevant to me?
Yes. TOGAF® focuses on enterprise architecture. OMDDMS® complements it with a dedicated method for designing, transitioning, and governing the operating model that the architecture describes, integrating with TOGAF® and ISO/IEC/IEEE 42010:2022 across all seven OMDDM phases.
10I work with COBIT®. Does OMDDMS® work alongside it?
Yes. COBIT® 2019 is a governance framework for enterprise IT. OMDDMS® integrates with COBIT® at the Scope, Discover, Analyse, Design, and Govern phases, adding the method for putting governance decisions into practice at the operating model level.
11We use PRINCE2® or SAFe®. How does OMDDMS® fit?
OMDDMS® works alongside PRINCE2®, SAFe®, and other portfolio, programme, and project management methods. They govern how projects are delivered; OMDDMS® adds the method for designing and managing the operating model those projects deliver. They are complementary, not competing.
12Our organisation runs ITIL®. Will OMDDMS® conflict with it?
No. ITIL® governs IT service management. OMDDMS® integrates with ITIL® (Version 5) at the Discover, Analyse, Design, Transition, and Monitor phases, treating service management as one of the capability and service domains within the operating model.
13We use ISO 31000 for risk. Does OMDDMS® cover risk management?
Yes. Risk is a component of the OMDDMS® Content Model, and Practitioner includes a dedicated Risk module integrating with ISO 31000:2018 across all OMDDM phases. Organisations using ISO 31000 or working with the Institute of Risk Management (IRM) will find OMDDMS® provides the operating model context for risk governance and management.
14Can OMDDMS® be used alongside ISO/IEC 38500 or ISO 37000?
Yes. ISO/IEC 38500:2024 covers the governance of IT and ISO 37000:2021 covers the governance of organisations. OMDDMS® integrates with both at the Scope, Discover, Analyse, Design, and Govern phases, supporting the governance structures these standards define.
