Operations Strategy 6 - Organization - Revision history

Paulreed: /* Focus and targeted operations */

2012-09-13T13:46:57Z

Focus and targeted operations

← Older revision		Revision as of 08:46, 13 September 2012
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	==Focus and targeted operations==		==Focus and targeted operations==
	[[author::Skinner]]		[[author::Wickham Skinner]]
	Attention to 5 features		Attention to 5 features
	* Age and variety of tech		* Age and variety of tech

Paulreed at 01:45, 13 September 2012

2012-09-13T01:45:42Z

← Older revision		Revision as of 20:45, 12 September 2012
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	** Reorganize elements so they are congruent		** Reorganize elements so they are congruent

	[[Strategy & Practice 5 Innovation-~~based strategy~~]]		[[Strategy and Practice 5 - Innovation-Based Strategy ]]

			<comments />

	[[Category:Operations]]		[[Category:Operations]]

Paulreed at 01:43, 13 September 2012

2012-09-13T01:43:14Z

← Older revision		Revision as of 20:43, 12 September 2012
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	*Inclusiveness		*Inclusiveness

	==Path based model for development== (as opposed to intallation based) Mcafee		==Path based model for development==
			(as opposed to intallation based) Mcafee
	* IT is integral		* IT is integral
	* Projects are many		* Projects are many
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	*Achieving focus		*Achieving focus
	** ~~corp~~ objectives		** Corporate objectives
	** ~~Whre~~ are we good at ~~match markter~~ requirements		** Where are we good at matching marketers requirements
	** Examine each element of operation		** Examine each element of operation
	** Reorganize elements so they are congruent		** Reorganize elements so they are congruent

Paulreed at 01:42, 13 September 2012

2012-09-13T01:42:11Z

← Older revision		Revision as of 20:42, 12 September 2012
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	''Infrastructural'' decisions - activities that take place in the operation ie software		''Infrastructural'' decisions - activities that take place in the operation ie software

	Key Infrastructural ~~decisiion~~ - functional support, controls and procedures, tech systems etc.eg push v pull systems		Key Infrastructural decision - functional support, controls and procedures, tech systems etc.eg push v pull systems

	!!Improvement and systems		==Improvement and systems==
	Alder and Winograd - basic improvement strategy		[[author::Alder]] and [[author::Winograd]] - basic improvement strategy
	*Modularity		*Modularity
	*Accessibility		*Accessibility
	*Inclusiveness		*Inclusiveness

	!!Path based model for ~~devpt~~ (as opposed to intallation based) Mcafee		==Path based model for development== (as opposed to intallation based) Mcafee
	* IT is integral		* IT is integral
	* Projects are many		* Projects are many
	* Prototype and evlove		* Prototype and evlove
	* Ongoing delivery		* Ongoing delivery
	* common ~~stds~~		* common standards
	* Technical contl in internal not vendor		* Technical contl in internal not vendor
	* experimentation		* experimentation
	* concerns are about integration and flecxibility and progressive delivery - not control, all requirements at once		* concerns are about integration and flecxibility and progressive delivery - not control, all requirements at once

	!!HR issues and change		==HR issues and change==
	* coomoditization coming with focus		* coomoditization coming with focus
	* segmentation		* segmentation
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	* adding value		* adding value

	!!Organizational design		==Organizational design==

	[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod7_slide1.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod7_slide1.gif]]
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	the extent to which organizational groupings form their own reporting relationship alliances (the N-form organization).		the extent to which organizational groupings form their own reporting relationship alliances (the N-form organization).

	~~!!comparing forms~~		==Comparing Forms
	.......................Ability to meet.Market....................................................Abilty to deploy Resources		.......................Ability to meet.Market....................................................Abilty to deploy Resources
	.......................Service..............flexibility...........Efficiency......Capacity/PT,,,,Devpt/Org......Supply		.......................Service..............flexibility...........Efficiency......Capacity/PT,,,,Devpt/Org......Supply
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	N-form...........high..................high...................high...............high...................high............high		N-form...........high..................high...................high...............high...................high............high

	!!The role of ~~ops~~ in each form		==The role of operations in each form==

	......deg of.. tech specialisation.....centralization........delegated authority.....realtionship....ext relation		......deg of.. tech specialisation.....centralization........delegated authority.....realtionship....ext relation
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	N.........................L........................L.............................H.........................I....................I/many		N.........................L........................L.............................H.........................I....................I/many

	!!Interface with external environment		==Interface with external environment==
	~~Increwasining~~ buffering op from ~~ext env~~ is seen as having drawbacks and is now more visible		Increasing buffering operation from external environment is seen as having drawbacks and is now more visible
	* hotels		* hotels
	* clothes retailing		* clothes retailing

	This implies ~~fastrer~~ response/ ~~diff~~ skills		This implies faster response/ different skills

	It is becoming a deliberate ~~paty~~ or ~~org~~ design and is a ~~q -~~ what degree of exposure		It is becoming a deliberate pary or organizational design and is a question of what degree of exposure

	''~~Seevice~~ factories'' - Showroom, dispatcher, consultant, lab		''Service factories'' - Showroom, dispatcher, consultant, lab

	!!The role of operations		==The role of operations==
	* to implement, drive and support strategy		* to implement, drive and support strategy
	The role of central operations - Macgee and Merali		The role of central operations - Macgee and Merali
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	~~!!foicus~~ and targeted operations		==Focus and targeted operations==
	Skinner		[[author::Skinner]]
	Attention to 5 features		Attention to 5 features
	* Age and variety of tech		* Age and variety of tech
	* Type and range ~~palced~~ in marketplace		* Type and range placed in marketplace
	* Volumes handled		* Volumes handled
	* Key ~~taks~~		* Key tasks
	*~~quality stds~~		* Quality Standards

	There are ~~barrierrsa~~ and pressures towards and away from ~~foucs~~		There are barriers and pressures towards and away from focus

	!!Improving operations effectiveness by using and overcoming Trade offs		==Improving operations effectiveness by using and overcoming Trade offs==

	!!Achieving focus		*Achieving focus
	* corp objectives		** corp objectives
	* Whre are we good at match markter ~~req's~~		** Whre are we good at match markter requirements
	* Examine each element of op		** Examine each element of operation
	* ~~reorg~~ elements so they are congruent		** Reorganize elements so they are congruent

	[[Strategy &Practice 5 Innovation-based strategy]]		[[Strategy & Practice 5 Innovation-based strategy]]

	[[Category:Operations]]		[[Category:Operations]]

Paulreed: Created page with "''Structural'' decisions - the physical arrangement and configuration of resources ie hardware ''Infrastructural'' decisions - activities that take place in the operation ie soft..."

2010-12-27T22:29:47Z

Created page with "''Structural'' decisions - the physical arrangement and configuration of resources ie hardware ''Infrastructural'' decisions - activities that take place in the operation ie soft..."

New page

''Structural'' decisions - the physical arrangement and configuration of resources ie hardware
''Infrastructural'' decisions - activities that take place in the operation ie software

Key Infrastructural decisiion - functional support, controls and procedures, tech systems etc.eg push v pull systems

!!Improvement and systems
Alder and Winograd - basic improvement strategy
*Modularity
*Accessibility
*Inclusiveness

!!Path based model for devpt (as opposed to intallation based) Mcafee
* IT is integral
* Projects are many
* Prototype and evlove
* Ongoing delivery
* common stds
* Technical contl in internal not vendor
* experimentation
* concerns are about integration and flecxibility and progressive delivery - not control, all requirements at once

!!HR issues and change
* coomoditization coming with focus
* segmentation
* lower skills? / pay?

but also
*X selling
* solving customers probelms not transactions
* buffering front office from back office
* adding value

!!Organizational design

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod7_slide1.gif]]

Flexible rsponse is efficiency / cost . Resopns to mkt changes. ability to serve range of mkt req's

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod7_slide2.gif]]

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod7_slide3.gif]]

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod7_slide4.gif]]

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod7_slide5.gif]]

It is a mistake to think of these organizational structures as distinct types. Rather, they represent four influences on organizational design. These influences are:

the extent of functional influence (the U-form organization);

the extent of market, regional or operational unit influence (the M-form organization);

the extent to which resources have multiple reporting relationships (matrix-form organizations);

the extent to which organizational groupings form their own reporting relationship alliances (the N-form organization).

!!comparing forms
.......................Ability to meet.Market....................................................Abilty to deploy Resources
.......................Service..............flexibility...........Efficiency......Capacity/PT,,,,Devpt/Org......Supply

''U-form...........low....................low....................med...............med ...............high.............low
M- form...........high..................med..................med...............med.................med............med
Matrix............high..................med....................med..............med ................med.............med
N-form...........high..................high...................high...............high...................high............high

!!The role of ops in each form

......deg of.. tech specialisation.....centralization........delegated authority.....realtionship....ext relation
U..........................H.......................L.............................L.........................Formal............ltd
M.........................M......................M............................M........................f/I....................F/Ltd
Matrix...................ML....................ML.........................MH.......................F/I..................F/ltd
N.........................L........................L.............................H.........................I....................I/many

!!Interface with external environment
Increwasining buffering op from ext env is seen as having drawbacks and is now more visible
* hotels
* clothes retailing

This implies fastrer response/ diff skills

It is becoming a deliberate paty or org design and is a q - what degree of exposure

''Seevice factories'' - Showroom, dispatcher, consultant, lab

!!The role of operations
* to implement, drive and support strategy
The role of central operations - Macgee and Merali
[img['|http://www.warwick.ac.uk/~bsscr/images/mod7_slide7.gif]]

!!foicus and targeted operations
Skinner
Attention to 5 features
* Age and variety of tech
* Type and range palced in marketplace
* Volumes handled
* Key taks
*quality stds

There are barrierrsa and pressures towards and away from foucs

!!Improving operations effectiveness by using and overcoming Trade offs

!!Achieving focus
* corp objectives
* Whre are we good at match markter req's
* Examine each element of op
* reorg elements so they are congruent

[[Strategy &Practice 5 Innovation-based strategy]]

[[Category:Operations]]