£980 + VAT
The Process of Operations Strategy – Formulation and Implementation
- Formulating operations strategy
- What is the role of alignment?
- Maintaining alignment over time
- What analysis is needed for formulation?
- The challenges to operations strategy formulation
- How do we know when the formulation process is complete?
- What is operations strategy implementation?
The Process of Operations Strategy – Monitoring and Control
- What are the differences between operational and strategic monitoring and control?
- How is progress towards strategic objectives tracked?
- How can the monitoring and control process attempt to control risks?
- How does learning contribute to strategic control?
- Chief operations officers and chief executive officers
- Operations directors and managers
- Heads of departments
- Senior operations executives, officers and staff
- Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements.
- Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset.
- Those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises.
- Those who appreciate operations strategy as central, ubiquitous and vital to any organisation’s sustained success.
Upon completion of this course, you will be able to understand:
- The formulation and implementation of the process of operations strategy.
- The monitoring and control of the process of operations strategy.