Business strategy operations
Most companies have a strategic plan. However, over the years I have seen it time and again. Strategy, although perceived by some as defined, is largely misunderstood across the organisation, not tied-in to operations and therefore poorly executed in operations and as a result ignored as the hour-to-hour, crisis-to-crisis mode of management becomes more firmly entrenched. Does your company have an operations strategy developed and being executed to carry the strategic plan? In all likelihood, the answer is no. Read more
Linking strategy operations
The creators of the Balanced Scorecard recently defined a holistic model for corporate management, from developing an appropriate strategy to ensuring that activities within operational functions are adequately supporting that strategy. Here are the basics of their model. Read more
Operational effectiveness
According to Michael E. Porter, Harvard Business School Professor and world-renowned expert on strategy, success requires both the right strategy and “operational effectiveness”. Read more
From Strategy to operations
An organisation’s operations function is concerned with getting things done; producing goods and/or services for customers. Chapter 1 pointed out that operations management is important because it is responsible for managing most of the organisation’s resources. How-ever, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. This chapter will seek to correct that view by considering the strategic importance of operations. Read more
Information management
To ensure information technologies meet customer expectations and enable business to become more competitive it is important that a holistic systemic approach is adopted.
Project management systems
I came accross this information recently. Read more
Systems engineering guide
Interesting information worth a read. Read more