Who is OMDDMS® relevant to?

OMDDMS® serves three key groups - those who direct (accountable executives and board members), those who manage (portfolio and initiative managers), and those who deliver (change practitioners, architects, analysts, and communicators) in operating model transformation.

Those who direct

  • Accountable for operating model transformation
  • Oversee operating model transformation and set direction
  • Report only to the highest level of management in the organisation regarding the operating model transformation's progress and risk
  • Primary leadership role within the OMTO (Operating Model Transformation Office) and the OMB (Operating Model Board)
  • Communicate with executive management, board members, significant stakeholders, and other parties who have an interest or can influence the operating model transformation

Those who manage

  • Responsible for managing the portfolio of the operating model transformation
  • Ensure that the programmes related to their area are delivered appropriately and correctly
  • Responsible for managing specific initiatives of the operating model transformation
  • Ensure that the related tasks are carried out on time and within budget
  • Ensure that the OMTO (Operating Model Transformation Office) is functioning properly

Those who deliver

  • The people side of change (plan and implement strategies to manage resistance, engage staff, and drive adoption of the new ways of working)
  • Change to architecture areas including business, data, security, application, technology, network, integration etc.
  • Analysis to support decision-making, assess the impacts of proposed changes, and analyse potential gaps in the new operating model
  • Services related to legal, service management, vendors and other 3rd parties including regulators
  • Communications with involved parties, keeping them informed about the operating model transformation's progress, challenges, and successes
  • The initiatives under management of the OMTO (Operating Model Transformation Office)


These are indicative groupings and may differ depending on the organisation and the transformation activities