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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/operations-strategy
课程评论：没有评论
课程名称：扩展运营：连接战略与执行 课程概述：在过去几十年中，运营战略在商业成功中扮演越来越重要的角色。本课程旨在为您提供构建运营的概念和工具，不仅支持您的竞争战略，还能在市场中创造新机会。本课程为期五周，专注于基于操作现实做出战略决策。我们将共同研究如何构建和评估公司的“运营系统”，以实现最大价值。这包括根据特定商业战略量身定制公司的运营能力、资产和流程。 每周，我们将讨论案例研究，参与讨论并分析真实数据。通过数据驱动的方法，您将能够将所学知识直接应用于实践。在课程结束时，您将准备好制定一个有效的、可操作的计划，以扩展您的部门或组织。 课程大纲： 1. VCAP框架 - 介绍运营系统和运营战略的概念，重点阐述主要的“VCAP”框架，连接运营战略的关键组件，识别分析的三个主要视角，并描述相关的关键决策。通过实例展示运营战略的影响及其量身定制以提高价值和一致性的重要性。 2. 价值创造与运营：投资者视角 - 回顾使用运营创造价值的主要思想及VCAP框架，讨论主要公司的财务回报衡量指标（EVA和ROIC），并引入ROIC树这一主要工具。应用ROIC树，讨论构建过程、指标识别、影响评估、增长计划的制定及叙述沟通。 3. 能力与竞争：防御性与权衡 - 深入探讨能力视角如何将竞争战略与运营连接，评估公司面临的竞争风险，明确关键能力与次要能力的差异。理解操作能力的权衡及如何通过运营战略形成竞争优势。 4. 过程战略：战略采购 - 分析运营战略的两个关键组成部分：谁来执行价值链中的活动或过程，以及如何管理供应关系。 5. 资产战略：产能规模 - 讨论与运营系统组成部分相关的资产，专注于产能规模和投资决策，研究在产能战略中的关键权衡与挑战，分析不确定性对产能评估的影响，并提供优化产能规模决定的指导原则。 通过本课程，您将获得宝贵的知识和技能，能够有效地将理论应用于实践，推动组织的扩展和成功。
Name:The VCAP Framework
Description: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.
Name:Value Creation and Operations: The Investor View
Description: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.
Name:Capabilities and Competition: Defensibility and Trade-offs
Description: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.
Name:Process Strategy: Strategic Sourcing
Description: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.
Name:Asset Strategy: Capacity Sizing
Description: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.
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.
