Aligning Process with Strategy
Business success requires a close alignment between a firm’s strategy and the processes it uses to do its day-to-day work. Strategic decisions and choices can be costly when there is misalignment between the strategic objectives of the organization and the processes, capacity, capabilities, and scope of the operations. A deep understanding of what types of challenges an operational process can face, how to evaluate the cost to the organization of those challenges, and therefore how to select the best available options for addressing challenges, is necessary as managers’ expanding responsibilities include operations functions.
Operations responsibilities for a non-operations manager means more information, new opportunities, and new challenges to your organization. To ensure success of strategic initiatives and avoid costs to the organization of an inefficient operation, managers need to understand and manage the operational implications of their decisions:
- What are the operations scale, source, and scope alignments you need to ensure between your firm’s strategic plan and your operations processes?
- How do you adjust operational choices as your firm’s strategy evolves?
- How can an operations manager be prepared to support changes in strategy?
- How can managers in non-operations roles evaluate and manage the implications of their new strategies on the operations function?
Leading Business Strategy through Operational Excellence shares how firms should plan and control the processes required to make the goods and/or services they offer, what data is required to manage these processes, how that varies across a wide range of industries, and how to use graphics to represent these processes. You’ll cover fundamental concepts about performance metrics, system bottlenecks, quality approaches, queuing analysis, and inventory, working capital, and supply chain management. You’ll gain experience with operations alignment in terms of capacity to meet demand, sourcing materials, and assessing the cost of a change in source, as well as determining how wide or narrow the activities of the organization can or need to be to achieve its objectives.