Business operations models: becoming a disruptive competitor

By:

Braithwaite, Alan

Contributor(s):

Christopher, Martin

Material type: Text

TextPublication details: Kogan Page Limited London 2015Description: ix, 253 pISBN:

9780749473310

Subject(s):

DDC classification:

658.4012 BRA

Summary: About the book 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.

List(s) this item appears in: Operation & quantitative Techniques | Non Fiction

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Holdings
Item type	Current library	Collection	Call number	Copy number	Status	Date due	Barcode
Book	Indian Institute of Management LRC General Stacks	Operations Management & Quantitative Techniques	658.4012 BRA (Browse shelf(Opens below))	1	Available		001361

Chapter - 01: What we mean by business operations models – and why are they important?;Chapter - 02: The characteristics of super-performing businesses;Chapter - 03: The customer lens – understanding compelling value;Chapter - 04: The strategy operations gap;Chapter - 05: Unpacking the business operations model framework;Chapter - 06: The technology dimension to being a disruptor;Chapter - 07: Market-changing models – driving transformation;Chapter - 08: Competing through the basics;Chapter - 09: Optimization of the business operations model;Chapter - 10: Making it happen – becoming a disruptor;Chapter - 11: Guiding principles to building a competitive edge through business operations models

About the book
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.

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