Every single organisation, whether a commercial, non-profit or government body, has an operating model. For as long as there is purpose for an organisation to exist and deliver results, it will be organised in some shape or form around structures, procedures, processes and similar. The operating model concept is not limited to organisations of, or above, certain size. Even if a company consists of just one single person, it already has an operating model in place with certain way things are done and results delivered by that organisation. Another single-person organisation will have a different operating model, because its raison d’être and objectives will be different, and even if not, the person in charge will have a different view on how they should be achieved.
Business Architecture is critical in identifying which organisational assets exist, how they are used, and what can be done to improve their income generation, both operationally and through strategy driven (re)deployment. It enables organisations to do something that otherwise they would not be able to do, again and again.
Many organisations do not have a Business Architecture function because they believe it represents an unjustified overhead cost. I could not disagree more. In reality, centralised architecture is an indispensable asset, connecting strategic planning with operational teams (and operational teams between themselves) to create measurable value for the organisation.