How to Make Things Happen: A Blueprint for Applying Knowledge, Solving Problems and Designing Systems That Deliver Your Service Strategy

ISBN-13: 9783319547855 / Angielski / Twarda / 2017 / 367 str.

Beatriz Munoz-Seca

Opis

And the heart of efficiency in delivering services is people and their knowledge.As industrialization drives ever more standardized offerings and ever little human contact it is in those rare moments of human interaction where the greatest opportunity to add or destroy value lies.

Spis treści

CHAPTER 1 

A SCENARIO AND THE FASCINATING WORLD OF OPERATIONS

CHAPTER 2 

BASIC IDEAS BEHIND SPDM: A UNIFYING MODEL FOR 21ST CENTURY OPERATIONS

CHAPTER 3

THE MISSION, ESSENCE AND FLAME RED

CHAPTER 4

YOU HAVE TO WALK THE STREETS, CONTROL DOES NOT ADD VALUE

CHAPTER 5

COST-CUTTING DOES NOT LEAD TO EFFICIENCY, BUT EFFICIENCY DOES LEAD TO COST-CUTTING

CHAPTER 6

THE MAIN THING IS NOT KNOWING WHAT YOU KNOW, BUT KNOWING WHAT YOU DON’T

CHAPTER 7

WE WORK WITH BRAINPOWER, NOT MANPOWER

CHAPTER 8

INDUSTRIALIZATION OF SERVICE IN ORDER TO UNLOCK BRAINPOWER CAPACITY

CHAPTER 9

CONVERTING BLOCKING FACTORS INTO VALUE-ADDING ELEMENTS: DO REDESIGN THE SERVICE

CHAPTER 10

MAKING IDEAS HAPPEN

CHAPTER 11

ONE THOUSAND $1,000 IMPROVEMENTS

CHAPTER 12

QUALITY IS A CHORUS GIRL CAST AS PRIMA DONNA

CHAPTER 13

HAVE YOU LOOKED TO SEE WHAT IS IN YOUR REFRIGERATOR YET?

CHAPTER 14

EVERYBODY HAPPY?  HAPPY PEOPLE ARE MORE PRODUCTIVE

CHAPTER 15

THE HALLMARK OF MEDIOCRE MANAGERS IS HIRING PEOPLE WORSE THAN THEY ARE

CHAPTER 16

ASKING THE RIGHT QUESTION AT THE RIGHT TIME, ASKING FOR RELEVANT INFORMATION: SPDM EXPRESS

 

EPILOGUE

 

THE  MANUAL

A.    WHAT DO I WANT?

B.    HOW DO I MAKE THEM DO IT?

C.    HOW DO I BECOME MORE EFFICIENT?

D.    WHAT DO I KNOW, WHAT DON’T I KNOW AND WHAT MUST I KNOW?

E.    CAN I THINK OF A DIFFERENT SERVICE DESIGN?

F.     HOW DOES MY STAFF LEARN AND HOW DO I APPLY THAT TO PROBLEM-SOLVING?

G.    HAVE I MISSED SOMETHING TO SUCCEED IN IMPLEMENTING?

 

SPDM GLOSSARY

 

BIBLIOGRAPHY 

O autorze

Beatriz Muñoz-Seca is Professor in the Operations and Technology Management Department at IESE Business School, University of Navarra. She obtained her PhD at the University of Navarra and holds an MA in Education (Organizational Behavior) from Harvard University.

Dr. Muñoz-Seca worked for over 15 years in national and multinational companies, in both the private and public sectors, in Mexico, the United States, and Spain. She joined IESE in 1990. She teaches Operations Strategy at IESE and at various business schools in Latin America.

She has been an advisor to the European Commission, and has participated in and led numerous international and national projects in her field. She also works as a part-time consultant in operations strategy, service design, and innovation.

Blurb

This book offers models and frameworks to analyze your service delivery systems as a whole. It presents the framework to solve customer problems by delivering the right knowledge at the right time to the right place and take advantage of the efficiency that technology and algorithms offer.

Why do so many brilliant plans fail to deliver in practice? Why can’t your employees just do what you want them to do? In most cases, because the operations eco-system in which those plans must be deployed fails to fully understand the problem that needs to be solved.

The fourth industrial revolution is seeing advances in Artificial Intelligence industrialize the service sector. But, despite the cost-cutting that these advances offer firms are still struggling to stay competitive. That is because they think that cost-cutting delivers increased efficiency whereas it is the other way around: increased efficiency cuts costs. And the heart of efficiency in delivering services is people and their knowledge.

As industrialization drives ever more standardized offerings and ever little human contact it is in those rare moments of human interaction where the greatest opportunity to add or destroy value lies. It is human brains and the knowledge they contain that are best suited to problem-solving and individualizing client solutions. The real competitive edge will become the ability to foresee and individualize problem-solving.

To do this, firms must start thinking of knowledge as inventory – who knows what, who needs to know what and where and when do they need to know it.