Business Operations Models

Becoming a Disruptive Competitor

Alan Braithwaite, Martin Christopher

• Publisher: Kogan Page
• Year: 2015
• Print ISBN:
  9780749473310
• Edition: 1
• eBook ISBN:
  9780749473327
• Topic: Business
• Subtopic: Business Strategy
• Index: Business

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.

Index

Page numbers in italic indicate figures or tables

ABC Pareto distribution (i)

Addis (i), (ii)

Aldi (i), (ii), (iii), (iv)

Allen, W (i)

Amazon (i), (ii), (iii), (iv), (v), (vi), (vii), (viii), (ix), (x), (xi) see also case studies

Apple (i), (ii), (iii), (iv) see also case studies

iPod (i), (ii)

iTunes (i), (ii), (iii)

articles/papers (on)

Amazon and Hachette (The Economist) (i)

business models (Johnson, Christensen and Kagermann, 2008) (i)

innovators as ‘disruptors’ (Sunday Times, 2014) (i) see also Stelzer, I

‘Re-engineering work: don’t automate, obliterate’ (Hammer, 1990) (i)

taxi fares (Sunday Times, 8 June 2014) (i)

Asplund, J (i)

B&Q/Kingfisher (i), (ii) see also case studies

balanced scorecard (i), (ii) see also Kaplan, R and Norton, D

The Balanced Scorecard: Translating strategy to action (i)

becoming a disruptor (and/by) (i)

actions for realization – ‘crystal of change’ (i), (ii)

case studies see case studies: Christie-Tyler; John Lewis Partnership; Southwest Airlines and Woolworths

failures (i), (ii)

not underestimating serendipity (i)

overcoming disbelief (i)

taking forward the framework in your business (i)

booksellers (i), (ii)

Brailsford, Sir D (i), (ii), (iii)

Brown, T (i)

building competitive edge through business operations models (and) (i)

building a new business operations model (i), (ii), (iii)

challenges and risks for innovation and change (i)

creative thinking (i)

driving change through the crystal/building road maps for journey (i), (ii)

importance of analytics in design (i), (ii), (iii)

key points from earlier chapters (i)

symbols for change (i), (ii), (iii)

taking forward the framework in your business (i)

business model (i)

business operations model framework (and) (i), (ii), (iii)

end-to-end cost and margin ma...

Table of contents

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