Nigel Slack, author in the Operations Advantage, discusses the 4 methods to have a successful operations strategy
There exists a common misunderstanding about operations strategy: it serves to employ the choices passed down by whoever is formulating business strategy. Although implementing business strategy top-down is certainly one important role of operations strategy, it is just certainly one of four factors that has to be present or no operations technique is in order to work. These components are illustrated inside the diagram below.

These elements can be a necessary condition to build up a totally strategic operation. These four elements (or perspectives) on operations strategy are discussed at length below.

Top-Down: Operations must directly reflect the business’ overall strategy

Operations is certainly one amongst many functions that must be aligned with business strategy and pull inside the same strategic direction. Deriving an Kogan Page Operations management Books from the business strategy won’t be an easy planning activity. During the translation from business to operations strategy, all the ambiguities and conflicts that are buried within most businesses strategies will likely be exposed and will must be resolved. Business strategies are painted in broad brushstrokes. They point the company in the general direction, but cannot disclose everything; it is precisely what functional strategies are suitable for. Operations strategy must take the general thrust of economic strategy and translate it into what it method for the operation’s resources and operations. Quite simply, what is the clear correspondence between your business along with your operations strategy? Therefore making a strong, logical and explicit eating habits study all the activities with the operation and the business strategy that operates. Besides this vertical logic from business to operations strategy, operations strategy must also be coherent with itself and the strategies other functions pursue.

Outside-In: Operations must give you a position for your business rolling around in its markets

Operations will be the supplier towards the markets. It ought to help establish and keep its desired market position by giving the degrees of service, innovation and value that outclasses, or otherwise maintains with, competitors. The true secret question to inquire about ought to be, ‘how well do our operations conserve the business compete rolling around in its markets?’ While straightforward, the hitch could be that the concepts, language and (to some degree) philosophy employed to help marketers understand finance industry is not at all times attractive guiding operations. The result is that descriptions of market needs often need ‘translating’ before they can be useful to operations. The partnership between markets and the operations that serve them isn’t simply a matter of markets dictating how operations should behave. Customers will behave, no less than partly, how you (maybe competitors) have treated them in the past. It is always a two-way street between your markets along with your operations.

Bottom-Up: Operations must get strategic advantage by studying under daily experience

Don’t assume all decisions that have long-term strategic importance come top-down from senior management. Important ideas can leave seemingly routine activities which occur within operations. An enterprise can transfer a certain strategic direction since their on-going connection with serving customers with an operational level convinces them that it is the right action to take, a general consensus emerges, often from your operational level of the organisation. Letting strategic ideas leave the operational level of a small business isn’t abdicating responsibility; it really is accepting exceptional ideas comes from those who just work at the sharp end. It will be a dereliction of duty if someone failed to you must do everything possible to encourage plans from daily experience. Every action, every decision, every transaction created by your operation’s processes, is a chance to add to existing knowledge.

Inside-Out: Operations must enjoy the strategic capabilities of the resources and operations

The true secret question this is, ‘what can your operation accomplish that the competition can’t?’ Quite simply, how do one’s operations bring something unique to the business’ capabilities? For way too many businesses, the solution is it can’t. But regardless of whether one’s operation does not have any unique capabilities, it ought to no less than be striving to achieve some type of advantage by reviewing the resources and operations. Thus, two further questions are relevant: what resources and operations ought to be contributing to building capabilities? And: how include the decisions that are made inside the operation contributing to developing and supporting these capabilities? Try asking the 4 questions with the so-called VRIO framework[i].

Do you have valuable operations capabilities?
Do you have rare operations capabilities?
Do you have operations capabilities that are harmful for imitate?
Do you think you’re organized to capture the need for operations capabilities?
The inside-out component of operations strategy should try and make sure that resources and operations are valuable, rare, inimitable, knowning that the procedure is organised to exploit them. Remember that these situations are time dependent. A capability could possibly be valuable now, but competition is improbable to be still.

[i]In, Barney, J. B. (1995). Looking Inside for Competitive Advantage. Academy of Management Executive, Vol. 9, Issue 4, pp. 49-61

About me: Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School and the former head of the Operations Management Group. He behaves as a consultant in numerous sectors, including Financial Services, Utilities, Retail, Professional Services, General Services, Aerospace, FMCG, and Engineering Manufacturing.
For details about Kogan Page Operations management Books see our webpage: web link