Bachelor
2021/2022
Scaling Operations: Linking Strategy and Execution
Type:
Elective course
Area of studies:
Management
Delivered by:
Department of Operations Management and Logistics
Where:
Graduate School of Business
When:
4 year, 1, 2 module
Mode of studies:
distance learning
Online hours:
24
Open to:
students of all HSE University campuses
Instructors:
Gregory Baev
Language:
English
ECTS credits:
4
Contact hours:
16
Course Syllabus
Abstract
Over the past several decades, operations strategy has played an increasingly important role in business’ success. In this course, students will be equipped with concepts and tools to build operations in a way that not only supports a competitive strategy, but also allows to create new opportunities in the market place. During the course students will be taught to make strategic decisions that are grounded in operational reality. Students 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.
Learning Objectives
- During the course students will explore case studies, and will be engaged in discussions and examine realistic data. At the end of this course, students will be ready to build an effective, actionable plan to scale a department or an organization.
Expected Learning Outcomes
- Adopt three complementary views to describe operations
- Analyze a competitive threat using trade-off curves
- Apply tools to improve outsourcing: total cost of ownership and total landed cost
- Design strategies to improve competitive advantage through operations
- Envision the future using four levels of uncertainty
- Explain the concept of capacity strategy and discuss its challenges and importance
- Explain the concept of operational trade-off and discuss its impact on competition
- Explain the concept of strategic sourcing and integrate it with operations strategy
- Explain the concepts of operating system and operations strategy and discuss their impact on an organization.
- Identify the key decisions and relationships in our framework for operations strategy
- Implement capability focus to improve operational efficiency
- Incorporate uncertainty to value capacity and optimize capacity investment
- Use a framework to choose a supply relationship and guide the outsourcing decision
- Use tradeoff curves as a tool for scalable cost containment
Course Contents
- The VCAP Framework
- Capabilities and Competition: Defensibility and Trade-offs
- Asset Strategy: Capacity Sizing
- Process Strategy: Strategic Sourcing
- Value Creation and Operations: The Investor View
Interim Assessment
- 2021/2022 2nd module0.2 * Team or individual project + 0.3 * Final written test + 0.5 * Student activity during seminars
Bibliography
Recommended Core Bibliography
- Operations management for competitive advantage, Chase, R. B., 2001
- Operations strategy, Waters, D., 2006
- Strategy deployment in business units : patterns of operations strategy cascading across global sites in a manufacturing firm, Schlickel, M., 2013
Recommended Additional Bibliography
- Business process outsourcing : process, strategies and contracts, Halvey, J. K., 2007
- Business process outsourcing : the competitive advantage, Click, R. L., 2005
- Cases in operations management : building customer value through world-class operations, Klassen, R.D., 2006
- Global operations management, Flaherty, M.T., 1996
- Operations management : along the supply chain: international student version, Russell, R. S., 2009