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Operations Strategy

Operations Strategy. There’s nothing here to take by storm; to strategy we must conform. Johann Wolfgang von Goethe (Faust,1808). Market Driven, Technology Driven Strategies .

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Operations Strategy

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  1. Operations Strategy There’s nothing here to take by storm; to strategy we must conform. Johann Wolfgang von Goethe (Faust,1808)

  2. Market Driven, Technology Driven Strategies • This "top-down and outside-in" ensures that operations reflect the intended market position. Market driven strategy creates a customer-driven organization. • In “a bottom-up and inside-out”, the building blocks of strategy are not products and markets, but processes and resources. The value proposition offered to customers seeds in the operational capabilities. The technology driven strategy creates a resource-driven organization.

  3. Market Driven, Technology Driven Strategies • Organizations must maintain alignment by adopting both perspectives. In order to satisfy a new customer need, the firm may need to build new competencies, processes, and resources. Those operational capabilities may later be used to invent new products and services that may create new markets. • Honda's abilities and knowledge in high-performance engine technology has been the driving force in deciding which markets to enter and which products to offer.

  4. Tailor Operations; Strategic Fit • Tailoring  fitting the operational system to competitive strategy. • Frederick Winslow Taylor (the father of scientific management); there is a "one best way" to configure any operation. • No, the best operations configuration depends on the Strategy + Market. • Strategic Operational Audit Does operations competencies fit with competitive strategy? Where can improvements be made? • Top-down and bottom-up perspectives simultaneously and can be performed in three steps.

  5. The Strategic Operational Audit • Understand your customer & your competitive strategy  CVP the current operational system; resources, processes, and competencies.   • Apply the resource & process views (bottom-up)  the value propositions the current competencies can support. Apply the market (top-down) to specify the competencies, the best-aligned processes and resources, needed to execute the current strategy.   • The gaps between the current state and where we should be to ensure strategic alignment. Gap reducing actions to improve strategic alignment. • These actions involve changing the competitive strategy and/ or changing the operations strategy.

  6. Strategic Operational Audit Deliverable Value Propositions Value Proposition Strategy Gap? Market view Resource view Competencies Needed Competencies Competency Gap? Resources & Processes Needed Resources & Processes Resource & Process Gap?

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