A Guide to the Theory and Practice of Implementation
INTRODUCTION: OPERATIONS STRATEGY IS NOT EASY As outlined in the previous two chapters, as a subject operations strategy is not a simple area of operations to conceptualise. With an extremely large amount of content, combined with the number of elements within a particular organisation, simply defining what an operations strategy consists of is a complex activity. This means that the formulation of an operations strategy that is relevant for an organisation, not necessarily a good one, is likely to be an elaborate process. Reconciling the amount of relevant information from the market with the relevant information from the operations elements will inevitably consist of the consideration of an enormous amount of information. Although a number of the approaches described in the last chapter begin to develop stepwise processes for formulation that aim to take account of all relevant data, they still require those involved in the process to take a large cognitive leap from having all the information available to them to producing something of use to the organisation. In addition to the reconciliation of present information that requires careful choices to best use available resources and opportunities, the process also needs to direct the organisation in the future. Although operations strategy pays specific attention to moving away from the more fanciful approaches to strategy of the past, there must still be an element of creativity and uncertainty, to develop and select options that will maximise an organisation’s chances of success. Even with the effective use of simple strategies as...
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