OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
BlueHourMOM-303 · ENTERPRISE WORKFORCE MODERNIZATION

Jobs can fade away. Your people shouldn’t.

Follow the order desk at Larkspur Industrial Supply, a fictional distributor, as agents take over most of its routine work. Fourteen specialists, 560 hours of work a week. Watch MOM-303 find where work is changing, decide what AI, IT and people should each do, and move Human Intelligence to where it creates more value.

MOM-303 is in design. Every number here is illustrative and comes from assumptions you can inspect.

FIRSTThe workWhat exists, what is changing, what is new
THENThe intelligenceAI, IT or people, for each piece of work
THENThe peopleWhere their Human Intelligence goes next
ALWAYSAccountabilityNamed before the work moves
Designed with Physics. Deployed with Economics. Determined by Humans.
BlueHourENTERPRISE OPERATING MODEL
How the numbers workLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
STEP 1 · HOTZONES

Where is work changing fastest?

HotZones are concentrations of change in the operating model. They describe work, not people. Select a zone.

Each dot is one active signal. This is not a heat map of people or performance. It shows where the operating model is changing, so the enterprise can decide where Human Intelligence should move before the change decides for it.

BlueHourENTERPRISE OPERATING MODEL
How the numbers workLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
STEP 2 · BEGIN WITH THE WORK, NOT THE JOB

What work exists, and which intelligence should do it?

The order desk’s 560 hours a week, broken into work. Change any allocation and watch what happens to human capacity and accountability.
WORKHOURS A WEEKWHO SHOULD DO ITACCOUNTABLE
Key orders from email and EDI into the ERPAgents read and enter; people see exceptions only.
160 h
Order desk lead
Check stock and quote promise datesAvailability rules in the system, not in someone’s head.
80 h
Supply chain director
Chase credit approvalsRouted automatically, with a clock on every approval.
60 h
Credit manager
Reconcile order changes across systemsAgents match changes; mismatches go to a person.
70 h
Order desk lead
Send routine status updates to customersAutomatic, from the same record the desk uses.
60 h
VP Customer Operations
Resolve consequential exceptions and disputesLarge accounts, disputes, anything a contract does not settle.
50 h
Order desk lead
Negotiate allocations when stock is shortTrade-offs between customers are a human call.
40 h
VP Sales
Look after the top 40 customer relationshipsJudgment, history and trust do not transfer to an agent.
40 h
VP Sales
Oversee the order agents and own their outcomesNEW WORKNew work: someone is accountable for what the agents do.
30 h
Order desk lead
BlueHourENTERPRISE OPERATING MODEL
How the numbers workLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
STEP 3 · WORKFLOW MODERNIZATION

The work moves. Human Intelligence moves with it.

The same order desk before and after MOM-303 is activated. This is the work itself, not a software screen.
ba
AI
A pilot agent drafts email replies, unconnected to the ERP
IT
ERPEmail inboxEDI portalCredit systemA shared spreadsheet
Human Intelligence
Gather orders from emailKey and re-key into the ERPCheck stock by phoneChase credit approvalsReconcile changes across systemsSend status updatesMonitor open ordersResolve exceptionsNegotiate short stockTop customer relationships
WHERE THE DESK’S 560 HUMAN HOURS GO
430 h gathering, re-keying, reconciling, chasing, monitoring130 h judgment

AI, IT and people each work hard, with little coordination between them. Every one of them is busy; the desk is still slow.

BlueHourENTERPRISE OPERATING MODEL
How the numbers workLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
STEP 4 · THE THREE MOVEMENTS OF HUMAN INTELLIGENCE

Before asking who to hire, ask where your people can create more value

The same change at the order desk, handled two ways. The new work needs 12 people.
OUTSIDE → INSIDE
Talent Mobility OnboardingHuman Intelligence enters from outside, when the enterprise needs a capability it cannot source internally.
TOM → OMaaS
Operating Model UpboardingEveryone already inside moves into the new operating model: frontline, managers, executives. Titles may not change. The system around them does.
INSIDE → INSIDE
Talent Mobility UpboardingOnce inside, Human Intelligence keeps moving as work changes: between workflows, responsibilities, teams and roles.
mm
RECRUIT → HIRE → ONBOARD → TRAIN → REORGANIZE → REDUCE → RECRUIT AGAIN
BlueHourENTERPRISE OPERATING MODEL
How the numbers workLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
STEP 5 · ACCOUNTABILITY IN THE LOOP

Accountability moves too

When work moves among AI, IT and people, decide who holds authority before anything goes wrong.
DecisionBeforeAfter MOM-303Escalation
Accept an orderOrder desk specialist, by handAn agent, within limits the order desk lead setsOver $50K or a new customer goes to a specialist
Promise a delivery dateWhoever answered the phoneStock rules, owned by a customer-commitment coordinatorConflicting promises go to the coordinator
Approve a credit exceptionCredit manager, three-day queueCredit-exception analyst, a former desk specialist, up to $50KAbove $50K to the credit manager
Allocate short stock between customersWhoever pushed hardestVP Sales decides; account owners negotiateStrategic accounts to the COO
Stop the order agentsNobody namedOrder desk leadThrough MOM-305, Operating Risk

Automation does not remove accountability. Someone remains accountable for every consequential outcome, and that someone is named before the work moves.

BlueHourENTERPRISE OPERATING MODEL
How the numbers workLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
STEP 6 · CAPITAL GLASSES

The job may have reached the end of its economic life. The Human Intelligence may not have.

The same change, costed both ways. One-time costs, illustrative, for this single change at one desk.
Traditional cycleWith MOM-303
Severance$180K$0
External recruiting$180K$30K
Vacant roles while hiring$180K$30K
Time to capability, at reduced productivity$234K$104K
Upboarding: transition and development$0$60K
One-time cost of the change$774K$224K
Hired from outside122
Moved inside010
Years of experience that leave900
Weeks until the new work runs at full capabilityabout 36about 9

A fictional company and stated assumptions. Not ROI, not a customer result, and no guarantee of outcome. What the MOM-303 path protects: institutional and customer knowledge, experience, prior training investment, time to capability, recruiting cost, operating continuity and productivity.

OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
ENTERPRISE WORKFORCE MODERNIZATION. ACTIVATED.

Your people are your greatest asset. Now your operating model can prove it.

Not an annual exercise. MOM-303 runs continuously inside the operating model, and works with MOM-001, Capital Discipline, to connect workforce decisions with enterprise economics. It is in design.

Sense change→Understand the work→Allocate intelligence→Upboard→Operate→Measure→and sense again

The job is not the asset. The Human Intelligence is.

MOM-001Capital Disciplinebluehourbusiness.com
MOM-303Enterprise Workforce ModernizationYou are here
MOM-304Complexity Ceiling Managementbluehourcomplexity.comMOM-305Operating Riskbluehourrisk.com
PUT MOM-303 ON YOUR ROADMAP

See where work is changing in your enterprise, and where your people’s Human Intelligence could create more value next.

Request MOM-303 →
BlueHour
Designed with Physics. Deployed with Economics. Determined by Humans.
Opus. Humanitas. Veritas. Work. Humanity. Truth.
WORKING WITH BLUEHOURbluehourtech.comReturn to the beginning
BlueHourENTERPRISE OPERATING MODEL
Back to the startLarkspur IndustrialRD
OPERATING MODEL AS A SERVICE · DEMONSTRATION · MOM-303 IN DESIGN · ILLUSTRATIVE DATA, FICTIONAL COMPANY
REFERENCE · THE DEMONSTRATION ASSUMPTIONS

How the numbers work

Written down before the demonstration was built. Fictional company, illustrative figures.
W1
The order desk14 specialists, 40 hours a week each: 560 hours of work, broken into eight items. A ninth item, agent oversight, is new work.
W2
AllocationEach item goes to AI, IT (rules, routing, integration) or people. The recommended allocation is a starting point, not an answer.
W3
Human work afterThe hours of every item allocated to people.
W4
Capacity released560 hours minus human work after. 40 hours is one person.
W5
Accountability gapFlagged when work that needs judgment is given to AI or IT without a human decision-maker.
E1
The new work12 people: 6 credit-exception analysts and 4 customer-commitment coordinators, fillable from inside; 2 pricing analysts, a capability not inside.
E2
PeopleFully loaded cost $78,000 a year. Average tenure 9 years.
E3
Traditional costsSeverance 12 weeks. Recruiting $15,000 a hire. Vacancy 10 weeks a hire, valued at labor cost. New hires reach full capability in 6 months at half productivity.
E4
MOM-303 costsUpboarding $6,000 a move. Internal moves reach full capability in 2 months at half productivity. The two external hires are costed as above.
E5
What the figures areOne-time costs of this one change, from these assumptions. Not annual savings, not ROI, not a guarantee of any outcome.