Scaling Operations: Linking Strategy and Execution
Northwestern University
Informações sobre o curso
Over the past several decades, operations strategy has played an increasingly important role in business’ success. In this course, we will equip you with concepts and tools to build operations in a way that not only supports your competitive strategy, but also allows you to create new opportunities in the market place.
Scaling operations: Linking strategy and execution is a five-week course dedicated to making strategic decisions that are grounded in operational reality. Together, we will study how to build and evaluate the “operating system” of the firm to maximize value. This involves tailoring the firm’s operational competencies, assets, and processes to a specific business strategy.
Each week, we’ll explore case studies, engage in discussions and examine realistic data. Thanks to our data-driven approach, you’ll be able to implement your learning directly into practice. At the end of this course, you’ll be ready to build an effective, actionable plan to scale your department or organization.
Syllabus - What you will learn from this course
1
Section
The VCAP Framework
We start by explaining the concepts of operating systems and operations strategy. Then we introduce the main "VCAP" framework, which connects the key components of operations strategy and identifies three main views to analyze it. The module also describes the key decisions related to operations strategy. Several examples illustrate the impact of operations strategy and the importance of tailoring to increase value and alignment.
4 videos (Total 22 min), 6 readings, 2 quizzes
4 videos
1.2 Scalability3m
1.3 Operations Strategy7m
1.4 Adopting a Resource, Process, and Capability View7m
6 readings
Syllabus10m
Grading and Logistics10m
Meet Your Professors10m
Recommended Textbook10m
Lecture Slides10m
Glossary10m
1 practice exercises
The VCAP Framework8m
2
Section
Value Creation and Operations: The Investor View
We start by reviewing the main idea of using operations to create value (and the VCAP framework). We briefly discuss the key questions and introduce the main firm we are going to use (the Mafia restaurant chain). We discuss the key idea of measuring financial return (EVA and ROIC). Then we introduce the main tool, the ROIC tree. We apply the ROIC tree to the firm and discuss the steps: constructing the tree, identifying metrics, assessing impact (sensitivity analysis), building a growth plan and communicating the narrative.
4 videos (Total 25 min), 3 readings, 2 quizzes
4 videos
2.2 Quantifying Value5m
2.3 Linking ROIC to Operations with a ROIC Tree10m
2.4 Planning Scalable Growth in the ROIC Tree and Summary5m
3 readings
Quiz 2 Image Prompt10m
Lecture Slides10m
Glossary10m
1 practice exercises
Value Creation and Operations: The Investor View8m
3
Section
Capabilities and Competition: Defensibility and Trade-offs
Module 1 introduced the capability view of operations as the natural link between competitive strategy and operations. In this module we will investigate this link in greater depth and use the capability view to assess the competitive risk the firm faces. A good operations strategy clearly stipulates which capabilities are critical and which are of secondary importance. One can't have it all: operational capabilities exhibit trade-offs and superior performance requires making choices. But where do these trade-offs come from and how can operations shape them to our competitive advantage? That is the subject of this module. We will outline the main challenge; develop the framework, and the use a simple case to illustrate it.
4 videos (Total 24 min), 3 readings, 2 quizzes
4 videos
3.2 The Concept of Tradeoff Curves3m
3.3 Tradeoff Curves to Analyze Competitive Threat9m
3.4 Example: Sugar and Spice7m
3 readings
Sugar & Spice Desserts10m
Lecture Slides10m
Glossary10m
1 practice exercises
Quiz 36m
4
Section
Process Strategy: Strategic Sourcing
In the previous modules, we introduced the VCAP framework for operations strategy and studied value and capabilities. We learned how to invest assets in the face of uncertain demand. Now we turn our attention to structuring operational processes. In this module, we will analyze two essential components of operations strategy: the questions of who should perform an activity or process in the value chain, and how we should manage the supply relationship.
4 videos (Total 17 min), 2 readings, 2 quizzes
4 videos
4.2 Forecasting and Modeling Uncertainty3m
4.3 Tools to Incorporate Uncertainty into Capacity Analysis4m
4.4 Optimal Capacity Sizing5m
2 readings
Lecture Slides10m
Glossary10m
1 practice exercises
Quiz 410m
5
Section
Asset Strategy: Capacity Sizing
Modules 1 through 3 of the course introduced the VCAP framework for operations strategy and outlined the main diagnostic tools. We discussed how operations create value V and the role of capabilities in a competitive environment. In this module, we adopt the resource view and turn our attention to the assets that comprise the operating system of the firm. We start with the capacity sizing and investment decision in this chapter. After discussing the key trade-offs and challenges in a capacity strategy, we study how uncertainty impacts capacity valuation. Maximizing this value suggests guidelines on how we can tailor an operation's capacity sizing decision.
4 videos (Total 25 min), 2 readings, 1 quiz
4 videos
5.2 The Spectrum of Sourcing Relationship8m
5.3 A Framework for the Outsourcing Decision6m
5.4 Total Cost of Ownership and Total Landed Cost6m
2 readings
Lecture Slides10m
Glossary10m
1 practice exercises
Quiz 58m
4.6
Top Reviews
By KS•Apr 27th 2017
Thanks to prof. Gad and prof. Jan for a piece of practical view. I will be happy to keep in touch if you don't mind. Also, please inform me if you've got next course. thanks, Kirill ks@mashtabator.ru
By AY•Jun 2nd 2018
It was a great course and would be beneficial to the the people who has basic idea on operations and have some work experience in the industry
Instructors
Gad Allon
Professor of Managerial Economics and Decision Sciences
Jan A. Van Mieghem
Harold L. Stuart Professor of Managerial Economics; Professor of Operations ManagementAbout Northwestern University
Northwestern University is a private research and teaching university with campuses in Evanston and Chicago, Illinois, and Doha, Qatar. Northwestern combines innovative teaching and pioneering research in a highly collaborative environment that transcends traditional academic boundaries.
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