Posted on : January 21, 2019
Views : 3
Category : Operations
An organization’s ability to exploit both revenue-enhancing and cost-cutting opportunities within its core business more quickly, effectively, and consistently than rivals do is the source of operational ability. Managers cannot predict the form, magnitude, or timing of these opportunities in advance. They can, however, boost the odds of beating their rivals to them. While there are a number of important steps executives hoping to build operational agility can take, I focus here on two: putting in place systems to gather and share the information required to spot opportunities and building processes to translate corporate priorities into focused action.