What do you think?
Rate this book
Business Operations Models: Becoming a Disruptive Competitor
Most successful companies have operations management at their heart. It enables strategy and should be part of boardroom discussions. However, Cranfield research has shown that business strategy barely recognises the world of operations management.
Recognising that operations management needs to be more strategic, Business Operations Models is a revolutionary new title that looks at the interrelationship of operations management and strategy.
In Business Operations Models , Martin Christopher and Alan Braithwaite identify the characteristics of market-leading businesses that have transformed their markets and delivered super performance for their stakeholders. It points to the theory gap between strategic thinking and operations and how many high-performing businesses arrive at their new operating models as much by chance as judgement. Unpacking those observations leads to some clearly defined features of winning competitors, including eliminating waste, leveraging technology, and utilising transformative business models. Business Operations Models offers a framework for achieving super performance and understanding when and how a company may be able to leverage its capabilities to outperform.
The book provides detailed international case studies that illustrate how the principles work in practice, including Apple, Dell, Amazon, John Lewis, Southwest Airlines, Aldi, Toyota and many others.
Recognising that operations management needs to be more strategic, Business Operations Models is a revolutionary new title that looks at the interrelationship of operations management and strategy.
In Business Operations Models , Martin Christopher and Alan Braithwaite identify the characteristics of market-leading businesses that have transformed their markets and delivered super performance for their stakeholders. It points to the theory gap between strategic thinking and operations and how many high-performing businesses arrive at their new operating models as much by chance as judgement. Unpacking those observations leads to some clearly defined features of winning competitors, including eliminating waste, leveraging technology, and utilising transformative business models. Business Operations Models offers a framework for achieving super performance and understanding when and how a company may be able to leverage its capabilities to outperform.
The book provides detailed international case studies that illustrate how the principles work in practice, including Apple, Dell, Amazon, John Lewis, Southwest Airlines, Aldi, Toyota and many others.
264 pages, Paperback
First published March 28, 2015
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 2 of 2 reviews
October 12, 2015
Every company needs “operations” and operational management at the heart of its business for fairly obvious reasons, yet rather too many companies fail to view this as something that deserves to be managed with a strategy. This book seeks to change that.
The authors believe that by strategically utilising a company’s operations, a company can transition and up its game, possibly leading to greater profits, greater business, increased customer satisfaction and many other positive metrics. It need not necessarily cost a lot more to implement either and it could save money in many cases.
By highlighting successful companies that have transformed their businesses, the authors seek to show that there is a gap between the accepted theory and devolved practice. As well as acting as cheerleaders-in-chief for this desired change, they also provide frameworks that can help integration and take-up. The world might be your oyster with a bit of focussed, operational strategy to join the other dots on the corporate roadmap.
The book’s message itself won’t be new; for example academics studying operations and supply chain management this is not “rocket science” even if this is a very good, clear introduction to the subject. For those who it could really matter to, it has the potential to be a powerful (metaphorical) kick up the backside. The wise recipient of the kick may realise why it has happened, the less-wise may look astounded, but maybe the message will seep through eventually. The authors managed to make a book that serves several reader groups at the same time; the generalist can improve their knowledge; the academic can get a clear understanding to the problem in relatively few words and the professional who is doing this stuff for their day job could (or should) understand the importance of the subject and the necessity for change.
If you suspect that your company is not making the most out of its operations functions then you should strongly consider this book. If you believe you are already utilising them to the max, maybe anyway you should take a second opinion with this book?
Autamme.com
The authors believe that by strategically utilising a company’s operations, a company can transition and up its game, possibly leading to greater profits, greater business, increased customer satisfaction and many other positive metrics. It need not necessarily cost a lot more to implement either and it could save money in many cases.
By highlighting successful companies that have transformed their businesses, the authors seek to show that there is a gap between the accepted theory and devolved practice. As well as acting as cheerleaders-in-chief for this desired change, they also provide frameworks that can help integration and take-up. The world might be your oyster with a bit of focussed, operational strategy to join the other dots on the corporate roadmap.
The book’s message itself won’t be new; for example academics studying operations and supply chain management this is not “rocket science” even if this is a very good, clear introduction to the subject. For those who it could really matter to, it has the potential to be a powerful (metaphorical) kick up the backside. The wise recipient of the kick may realise why it has happened, the less-wise may look astounded, but maybe the message will seep through eventually. The authors managed to make a book that serves several reader groups at the same time; the generalist can improve their knowledge; the academic can get a clear understanding to the problem in relatively few words and the professional who is doing this stuff for their day job could (or should) understand the importance of the subject and the necessity for change.
If you suspect that your company is not making the most out of its operations functions then you should strongly consider this book. If you believe you are already utilising them to the max, maybe anyway you should take a second opinion with this book?
Autamme.com
March 20, 2016
Not very insightful recycling of operational consulting stuff from last 15 years. Very repetitive. No fresh idea - not even a bad one. Very manufacturing focused. Hodge podge of leading practice ideas, again without any value add beyond other books and articles. Guess, out-of-college management consulting hires could skim it as a history book.
Displaying 1 - 2 of 2 reviews