Let’s start by discarding a few myths. Myth 1: Operations decisions are “tactical.” A myriad of day‐to‐day decisions are routinely made in operations, but these decisions affects every function—marketing and sales, research and development, human resources, finance, and other functions. Therefore, these decisions should be directly linked to the strategy of the organization. You don’t need to look hard to find examples where operational capabilities have crucially hindered, supported, or led the firm’s…
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