Assess whether your IT operating model is built for growth. Free scored check covering structure, governance, sourcing and capability. Results in minutes.
An operating model is how an organisation is structured to deliver: how decisions are made, how work flows, who owns what, how money is spent, and how suppliers and people are organised. A target operating model (TOM) is the deliberate design of that for where the business is going next, rather than the one it drifted into. This scorecard reads your current IT operating model and shows the gap to a target fit for your strategy.
Eighteen questions across six dimensions: strategic alignment and the role of IT, the run versus change balance, people and structure, governance and decision rights, the vendor and sourcing model, and the technology foundation and its risk. Each maps to a recognised framework, so the result is a defensible diagnostic rather than a vendor quiz.
CEOs, CFOs, COOs, non-executive directors and charity trustees in mid-market and non-profit organisations, typically 100 to 5,000 people and £30m to £4bn turnover. It needs no technical knowledge: the questions are about how technology is run and governed, not how it is configured.
No. Eighteen questions cannot replace a real review, and the results say so. It is a board-ready signal that shows whether your operating model is built for your next stage of growth and where a deeper as-is review or target operating model design would pay back. You are both the subject and the instrument, and self-assessments flatter; the conversation that follows is the correction mechanism.
Each of the eighteen questions scores one to four points. The six dimensions each carry equal weight, giving a score out of 100 banded into four tiers: Utility under strain, Functional but fragile, Capable, not yet strategic, and Built for growth. You also get a dimension-by-dimension breakdown and your two weakest dimensions named with their business consequence.
The Gartner IT operating model components (Engage, Enable, Deliver), ITIL 4's four dimensions (organisations and people, information and technology, partners and suppliers, value streams and processes), and the run versus change investment lens used by McKinsey and Gartner. Benchmarks are cited as industry-specific ranges, not single figures, because sector is the dominant driver.
A score out of 100, your tier with an honest verdict, a six-dimension breakdown, your two weakest dimensions named with their business consequence and a concrete next action, and a one-page board-shareable summary. No technical jargon in the questions; the frameworks live in the methodology note.