operations plan stephen lawrence and frank moyes graduate school of business university of colorado...
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![Page 1: Operations Plan Stephen Lawrence and Frank Moyes Graduate School of Business University of Colorado Boulder, CO 80309-0419](https://reader031.vdocument.in/reader031/viewer/2022032523/56649d815503460f94a65d5a/html5/thumbnails/1.jpg)
Operations Plan
Stephen Lawrence and Frank MoyesGraduate School of Business
University of Colorado
Boulder, CO 80309-0419
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Management Team
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Management3 most important attributes of start-upCompany OrganizationManagement Team
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Management3 most important attributes of start-up
Management, management, managementCompany OrganizationManagement Team
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Management3 most important attributes of start-upCompany Organization
Organizational structure Ownership structure Board of directors/advisors
Management Team
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Management3 most important attributes of start-upCompany OrganizationManagement Team
Key managers Duties and responsibilities Unique skills Compensation Planned additions to the team
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Management3 most important attributes of start-upCompany OrganizationManagement TeamLength: ~2 pages
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Management3 most important attributes of start-upCompany OrganizationManagement TeamLength: ~2 pagesExamples
See sample plans on course website
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Operations Plan
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Operations Plan Introduction (1 paragraph)Operations Strategy(~1/2 page)Scope of Operations (~1/2 page)Ongoing Operations (~1/2 page)Total Length: ~2-3 pages
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Operations Plan
Operations Strategy Added Value
How will we use operations to add value for customers in our target market?
Operations Emphasis How will we win in the marketplace on the
dimensions of cost, quality, timeliness, and flexibility?
Which dimensions will we stress and which will we de-emphasize?
What comparative advantages do we have with our operational design?
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Operations Plan
Scope of Operations Make vs. Buy
What will we do in-house and what will we purchase (make vs. buy?) Why does this make sense for our business?
Partnerships What will be our relationship with vendors,
suppliers, partners, and associates?
Personnel What kind of people will we need to hire?
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When is Virtual Virtuous?
Go virtualGo virtual
Ally or Ally or bring bring
in-housein-house
BringBringin-housein-house
Ally withAlly withcautioncaution
Type of InnovationType of Innovation
AutonomousAutonomous SystemicSystemicN
eede
dN
eede
dC
apab
ilit
ies
Cap
abil
itie
s ……existexistoutsideoutside
……mustmustbe createdbe created
Chesbrough and Teece, “When is Virtual Virtuous,” HBR, 1996
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Operations Plan
Ongoing Operations Execution
Describe ongoing operations Specific to your business – hard to generalize What will you be doing on a day-to-day basis?
Critical success factors Key performance indicators
Include detail in an appendix, as necessary.
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Operations Plan Order in Plan
Introduction Operations Strategy Scope of Operations Ongoing Operations
Assignment Order Introduction Scope of Operations Ongoing Operations Operations Strategy