Why do so many brilliant plans fail to deliver in practice? Why can’t your employees just do what you want them to do? In most cases, because the operations eco-system in which those plans must be deployed fails to fully understand the problem that needs to be solved.
The fourth industrial revolution is seeing advances in Artificial Intelligence industrialize the service sector. But, despite the cost-cutting that these advances offer firms are still struggling to stay competitive. That is because they think that cost-cutting delivers increased efficiency whereas it is the other way around: increased efficiency cuts costs. And the heart of efficiency in delivering services is people and their knowledge.
As industrialization drives ever more standardized offerings and ever little human contact it is in those rare moments of human interaction where the greatest opportunity to add or destroy value lies. It is human brains and the knowledge they contain that are best suited to problem-solving and individualizing client solutions. The real competitive edge will become the ability to foresee and individualize problem-solving.
To do this, firms must start thinking of knowledge as inventory – who knows what, who needs to know what and where and when do they need to know it.
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|Publisher:||Springer International Publishing|
|Edition description:||1st ed. 2017|
|Product dimensions:||6.10(w) x 9.25(h) x (d)|
About the Author
Dr. Muñoz-Seca worked for over 15 years in national and multinational companies, in both the private and public sectors, in Mexico, the United States, and Spain. She joined IESE in 1990. She teaches Operations Strategy at IESE and at various business schools in Latin America.
She has been an advisor to the European Commission, and has participated in and led numerous international and national projects in her field. She also works as a part-time consultant in operations strategy, service design, and innovation.
Table of ContentsCHAPTER 1
A SCENARIO AND THE FASCINATING WORLD OF OPERATIONS
BASIC IDEAS BEHIND SPDM: A UNIFYING MODEL FOR 21ST CENTURY OPERATIONS
THE MISSION, ESSENCE AND FLAME RED
YOU HAVE TO WALK THE STREETS, CONTROL DOES NOT ADD VALUE
COST-CUTTING DOES NOT LEAD TO EFFICIENCY, BUT EFFICIENCY DOES LEAD TO COST-CUTTING
THE MAIN THING IS NOT KNOWING WHAT YOU KNOW, BUT KNOWING WHAT YOU DON’T
WE WORK WITH BRAINPOWER, NOT MANPOWER
INDUSTRIALIZATION OF SERVICE IN ORDER TO UNLOCK BRAINPOWER CAPACITY
CONVERTING BLOCKING FACTORS INTO VALUE-ADDING ELEMENTS: DO REDESIGN THE SERVICE
MAKING IDEAS HAPPEN
ONE THOUSAND $1,000 IMPROVEMENTS
QUALITY IS A CHORUS GIRL CAST AS PRIMA DONNA
HAVE YOU LOOKED TO SEE WHAT IS IN YOUR REFRIGERATOR YET?
EVERYBODY HAPPY? HAPPY PEOPLE ARE MORE PRODUCTIVE
THE HALLMARK OF MEDIOCRE MANAGERS IS HIRING PEOPLE WORSE THAN THEY ARE
ASKING THE RIGHT QUESTION AT THE RIGHT TIME, ASKING FOR RELEVANT INFORMATION: SPDM EXPRESS
A. WHAT DO I WANT?
B. HOW DO I MAKE THEM DO IT?
C. HOW DO I BECOME MORE EFFICIENT?
D. WHAT DO I KNOW, WHAT DON’T I KNOW AND WHAT MUST I KNOW?
E. CAN I THINK OF A DIFFERENT SERVICE DESIGN?
F. HOW DOES MY STAFF LEARN AND HOW DO I APPLY THAT TO PROBLEM-SOLVING?
G. HAVE I MISSED SOMETHING TO SUCCEED IN IMPLEMENTING?