Operational Efficiency in an Organization
The quest for operational efficiency aimed at squeezing every drop of redundancy out of the
organization is a bid not only to contain costs, but also to optimize product quality is an ongoing
one around the world.
Management Control
When it comes to gauging the effectiveness of a business house at improving its operation, it is
both the effort and the results that count.
First, the use and frequency of techniques like bench marking, total quality management, just-in-
time inventory management, business process re-engineering, supply chain management or
customer and employee surveys are essential indicators of attempt to sharpen operation.
A good strategy in control fetches fruits in operational efficiency.
That is an indicator of sound management and good control.
Finances
It is the life and blood of the business house for survival, essential for circulating strategies and
capabilities, the ability to bankroll posterity.
The financial depth of a business group is really a measure of its competence for making new
investments when necessary for ensuring healthy each flow year after year, for having the
capacity to withstand hard times without having to put its assets into stock.
, The real muscle that proves financial strength, therefore, is the potential of the business house for
raising and servicing capital.
A good control in organization and sound strategy creates a healthy ‘muscle’.
“Those in a position of power should be in a position to control and grow”.
War Gaming
To meet the competition and good organization control, action learning is vital.
Malcolm Baldrige Quality Awards Bradley Gate recommends, “Create a war room in your
corporate headquarters – displaying on the walls information about market perceived price
profiles, competitor information and analytical charts – to help what is called Action learning”.
A Management theoretician says “Confidence is what is right with an ignorance of what really
works”.
That scathing indictment forms the basis of the present thinking on war gaming which hold that
only the reality of the market place can provide the details that “Strategy must be built on”.
The basis for such thinking:
First forecasting assumes that the part will repeat itself and is, thus no longer applicable as the
rate of change in the environment increases.
Second strategic planners; mistakenly assume that the world will wait while they plan in a
detailed manner.
Finally strategists believe that they can program and simulate the innovation process, which is
debatable.
The quest for operational efficiency aimed at squeezing every drop of redundancy out of the
organization is a bid not only to contain costs, but also to optimize product quality is an ongoing
one around the world.
Management Control
When it comes to gauging the effectiveness of a business house at improving its operation, it is
both the effort and the results that count.
First, the use and frequency of techniques like bench marking, total quality management, just-in-
time inventory management, business process re-engineering, supply chain management or
customer and employee surveys are essential indicators of attempt to sharpen operation.
A good strategy in control fetches fruits in operational efficiency.
That is an indicator of sound management and good control.
Finances
It is the life and blood of the business house for survival, essential for circulating strategies and
capabilities, the ability to bankroll posterity.
The financial depth of a business group is really a measure of its competence for making new
investments when necessary for ensuring healthy each flow year after year, for having the
capacity to withstand hard times without having to put its assets into stock.
, The real muscle that proves financial strength, therefore, is the potential of the business house for
raising and servicing capital.
A good control in organization and sound strategy creates a healthy ‘muscle’.
“Those in a position of power should be in a position to control and grow”.
War Gaming
To meet the competition and good organization control, action learning is vital.
Malcolm Baldrige Quality Awards Bradley Gate recommends, “Create a war room in your
corporate headquarters – displaying on the walls information about market perceived price
profiles, competitor information and analytical charts – to help what is called Action learning”.
A Management theoretician says “Confidence is what is right with an ignorance of what really
works”.
That scathing indictment forms the basis of the present thinking on war gaming which hold that
only the reality of the market place can provide the details that “Strategy must be built on”.
The basis for such thinking:
First forecasting assumes that the part will repeat itself and is, thus no longer applicable as the
rate of change in the environment increases.
Second strategic planners; mistakenly assume that the world will wait while they plan in a
detailed manner.
Finally strategists believe that they can program and simulate the innovation process, which is
debatable.
