BUSINESS & OPERATIONS STRATEGY
BOS. Business & Operations Strategy
The BOS training serves as a unifying component, consolidating knowledge from all preceding modules within the cycle. Through an interactive case study, participants engage in a meticulously crafted simulation of a manufacturing enterprise. This allows them to apply their acquired knowledge, selecting the most appropriate techniques from the extensive array learned, and aligning them with the intricacies of their chosen strategy.
Training Description:
- Are you interested in analyzing the impact of strategic decisions on various aspects of company operations such as Supply Chain, Purchasing, Sales, and Operations?
- Do you aim to foster collaboration and goal orientation among your employees?
- Would you like to practically explore methods for developing a shared goal within your company?
- Are you seeking to test strategies and effectively coordinate tactical moves?
Many say that strategic management is like the Yeti – everyone knows about it, but no one has seen it. In the case of strategy, there's an additional element – a significant majority believe in the importance of a well-defined strategy in the company. The problem is that, though more common than a snow monkey, it's still not an impressive number. According to Kaplan and Norton's research, only 10% of companies actually implement their strategy. According to their studies, the main barrier is the implementation method; according to our experience, the first problem is its poor construction – too general a strategy theoretically can encompass everything but is unsuitable as support for daily decision-making. It's dead. On the other hand, overly detailed strategies do not take into account the fundamental forecasting law – the more we want to predict, the faster the error accumulates, and the further we want to go in such predictions, the more the error spirals out of control. Strategy must be both specific and unspecific. How to reconcile fire and water? You need to focus on the essence of the company's operations, and to detect it, a correctly conducted strategic analysis is necessary.
The most popular way to gather experiences and forecasts regarding a company is the SWOT analysis. It's an excellent solution, but if implemented incorrectly, it can lead to too few useful conclusions. During the training, participants will have the opportunity to test a method taken from the SCOR (Supply Chain Operations Reference) concept, allowing not only mapping the supply chain but also defining five goal categories and related KPIs.
The company vision probably exists in every business nowadays. Here, you can see how difficult it is to translate the conclusions from SWOT into an actual strategy. "I'm sorry for writing such a long letter, but I didn't have time to write a short one." Helpful in specifying the strategy can be an overview of several popular approaches, not to broaden your knowledge but to use them to chart your course.
Learning Outcomes:
- Learn to develop effective business and operations strategies.
- Gain proficiency in strategic analysis techniques using the SCOR method.
- Understand the impact of waste on company cost analysis.
- Explore various approaches to defining strategy, including the concept of strategic maps.
- Practice the After Action Review (AAR) process for continuous improvement.
- Discuss and utilize the CRT (Current Reality Tree) tool for analysis and error correction.
- Develop skills for understanding and implementing the change process effectively.
Sessions:
- Strategy – between generality and excessive detail. How to reconcile fire and water?
- Strategic analysis. The SCOR concept.
- Determining business strategy and translating it into KPIs.
- "The plan is nothing, planning is everything."
- Lean vs Agile vs Theory of Constraints.
- Change in strategic management.
Course Format:
- On-site training: 3 days, 7-8 hours per day.
- Training conducted as an interactive workshop based on a multimedia presentation and trainers' original materials.
- Participants engage in practical exercises that illustrate discussed topics, allowing them to propose specific concepts for practical problem-solving through case study analysis.
- Action learning – tasks to be carried out after returning from training.
- Participants receive practical materials containing model implementation plans.
- Polish-language materials.
- Training using elements of the TFC (The Fresh Connection) business management simulation.
Recommended Introductory Training:
If you are considering implementing the S&OP process in your organization, want to optimize forecasting or scheduling processes, or want to take care of inventory management processes, check out our implementation paths for: