Five Indicators That Your Operations Strategy Isn’t Working

Introducing an operational strategy to reach your business goals is a brilliant way to chart your course to ensure that long-term expectations can be met. Without a solid strategy in place, businesses run the risk of losing their competitive edge and become stagnant in their progress.

Reliant on the allocation of resources and execution to ensure that processes are efficient and profitable, an operations strategy is essential for success but does not always go as planned. Even with a great strategy, change can be hard to execute.

Five indicators that your operations strategy isn’t helping your organization are:

  1. There are no clear changes being made. Even with a clear idea of what needs to be done to improve processes or cut costs, a plan to reach those goals has to actually be made to do so. A concept is only as great as the actions taken to implement the necessary changes.
  2. Management doesn’t help maintain the effort. Until organizational change has become the norm, the leaders must make sure they follow-up with employees to make sure new changes are always being implemented. They can do this by communicating effectively with employees to troubleshoot problems or holding an employee accountable for when they may not meet expectations. Management should always check in to help smooth any bumps in the road or make changes that threaten the process.
  3. Production costs have not been lowered. The main focus of most operations strategies is to refine processes so they are efficient and profitable. If an organization hasn’t reaped any financial benefits due to their operations strategy, the effort is all for naught.
  4. There is a clear lack of human resources. Even with a strategy put into place, it won’t go far if employees simply do not have the tools to execute the plan. Lack of education or other key skills necessary to stay innovative can be a huge hindrance to the strategic process. The launch and momentum of an operations strategy relies on the experience and efficiency of its key players.
  5. You’re competing in a dying market. What good is an operations strategy if there is no longer a market for your products/services? With innovation being the goal for many organizations, it is common for past ideas to be outdated. Even with the foresight to begin manufacturing solutions to re-enter a thriving market, it’s nearly impossible to keep the same processes. A thorough operations strategy should include new ideas and higher standards to pave the way for future success.

Finding the hiccups in an operations strategy is important to get it back on track. Whether it is a lack of skills, inability by management to lead or neglecting to refine processes, every organization can redeem itself with the right insight and willingness to change. Keeping all eyes on the prize and a clear idea of the goal, an operations strategy has the potential to be successful with hard work and patience.