In a sentence — confirm the target operating model actually supports the redesigned process across every layer — not just the layer that was easiest to redesign — and size each role from the work it has to do.
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Structure gets redesigned. Process gets redesigned. Then a new operating model quietly inherits the old technology, the old sourcing decisions, or the old resilience gaps, because nobody checked every layer at once. This tool tests the whole model — customer outcomes, processes, organisation and roles, governance and decision rights, sourcing, capabilities, and technology and data — against the same explicit criteria, so nothing gets waved through by default.
Operational resilience gets its own dedicated criterion rather than being folded into ‘technology’ or treated as a control bolted on afterwards: it is the foundation every other layer rests on. It means the model keeps critical services running through an outage, a key-person absence, or a third-party failure — not just that it works on a good day, which is the same discipline the method applies to the TOM stage generally.
A second tab sizes the organisation the checklist has just tested. For each role you enter the annual volume, the touch time per case and the productive hours one person really delivers; the sheet works out the workload, the people required once an allowance for peaks and cover is added, and the gap against the people you have. It is the demand-driven workforce plan from Technique 7.4 of the book: a headcount that comes from the work, not one carried over from the old structure.
WHY THIS HELPS
Risk trend is tracked separately from risk severity, and the register itself is a separate test from the checklist above it: the checklist asks whether the design criteria are formally met, the register asks whether the operating model actually reduces the risks recorded back in MAP. A High-risk item trending Reduced and one trending Increased look identical on a severity-only view; a tidy checklist next to an unmoved risk register is the sheet telling you something's wrong.
HOW MOVEMENT IS CALCULATED
Under the hood, Low/Medium/High/Critical is converted to 1/2/3/4 for both the AS-IS exposure and the Residual exposure you enter, and Movement is simply whichever way that number changed — Reduced if Residual is the lower number, Increased if it's higher, No change if they're equal. That means a shift from High to Medium counts exactly the same as a shift from Medium to Low: one severity step, regardless of which two labels are involved. It also means you can't fudge a small win into a big one — there's no partial credit for ‘still High but a bit better’. If a risk hasn't moved a whole severity band, the sheet correctly shows No change, which is often the more honest and more useful signal at this stage of a design.
MOD · TOM Design Checklist — the blank tool
Ready to complete for your own engagement. Blue-tinted cells are for you to fill in.
Worked example
The same tool completed end to end, using the fictional Meridian Wealth Management scenario — see what ‘done’ looks like before you start your own.
MOD · Workforce Plan — the calculator
One row per role. Workload, people required and the gap calculate themselves from the figures you enter.
Workforce example
The calculator completed for one illustrative role, using the same figures as Figure 7.4 in the book. Deliberately generic, and not part of the Meridian scenario.
A quick walkthrough of the sheet:
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