Operating Model Definition
(1 Pages | 356 Words)
I have chosen the unification operating model for Ralph’s Ribs. The unification operating
model would be the best choice for this franchise as it will assist in the integration of
processes throughout franchises 200 locations. The main location will have the ability to
make changes to expectations or processes and make them available to all of the 200
locations from the main location without having to go to each location individually.
This operating model will improve the structure and processes of the 200 franchise
locations by making it possible to reach out to all of them at once whenever necessary
changes are needed to be made. Each location will also have the ability of reporting to
the central location any changes as well as request to make changes and send in any
data that would prove the necessity of the proposed changes without needing to go to
that individual location to address whatever issues at hand.
Ralph’s Ribs is unlike any of the other sample organizations because it lacks an actual
formal IT setup since all data is sent in from the 200 franchises as individual batch files.
The chosen model would help in any of the four scenarios; however it would prove to be
a vital asset for Ralph’s Ribs as it would help standardize all processes throughout the
200 franchises making it easier to manage the data coming in from the franchise
locations.
The chosen operating model would assist in saving time thus allowing the organization
and its franchises to make additional advancements which would allow them to
implement their sales and marketing strategies. When saved time is utilized it opens the
door to unlimited opportunities, in this case Ralph’s Ribs main location would save an
enormous amount of time if the individual reports from its 200 franchise locations were
sent into a database that was setup to receive and sort the data from the franchise
locations.
References
Ross, J. W., Weill, P. & Robertson, D. C. (2006). Enterprise architecture as a strategy:
Creating a foundation for business execution. Boston, MA: Harvard Business School
Press.
(1 Pages | 356 Words)
I have chosen the unification operating model for Ralph’s Ribs. The unification operating
model would be the best choice for this franchise as it will assist in the integration of
processes throughout franchises 200 locations. The main location will have the ability to
make changes to expectations or processes and make them available to all of the 200
locations from the main location without having to go to each location individually.
This operating model will improve the structure and processes of the 200 franchise
locations by making it possible to reach out to all of them at once whenever necessary
changes are needed to be made. Each location will also have the ability of reporting to
the central location any changes as well as request to make changes and send in any
data that would prove the necessity of the proposed changes without needing to go to
that individual location to address whatever issues at hand.
Ralph’s Ribs is unlike any of the other sample organizations because it lacks an actual
formal IT setup since all data is sent in from the 200 franchises as individual batch files.
The chosen model would help in any of the four scenarios; however it would prove to be
a vital asset for Ralph’s Ribs as it would help standardize all processes throughout the
200 franchises making it easier to manage the data coming in from the franchise
locations.
The chosen operating model would assist in saving time thus allowing the organization
and its franchises to make additional advancements which would allow them to
implement their sales and marketing strategies. When saved time is utilized it opens the
door to unlimited opportunities, in this case Ralph’s Ribs main location would save an
enormous amount of time if the individual reports from its 200 franchise locations were
sent into a database that was setup to receive and sort the data from the franchise
locations.
References
Ross, J. W., Weill, P. & Robertson, D. C. (2006). Enterprise architecture as a strategy:
Creating a foundation for business execution. Boston, MA: Harvard Business School
Press.
