Ockham Technologies: Living on the Razor's Edge (Abridged) case study (referred as “Sections Writing” for purpose of this article) is a Harvard Business School (HBR) case study covering topics such as Innovation & Entrepreneurship and strategic management. Ockham Technologies: Living on the Razor's Edge (Abridged) case study PESTEL analysis includes macro environment factors that impact the overall business environment – Political, Economic, Social, Technological, Environmental, and Legal factors. We specialize at providing professional PESTEL analysis & other strategic management MBA resources. What is PESTEL / PEST / STEP Analysis? How you can use PESTEL Analysis for Ockham Technologies: Living on the Razor's Edge (Abridged) If you can understand the role of the COO and find a good one, they can bring great value to your company.įorbes Coaches Council is an invitation-only community for leading business and career coaches.Definition of PESTEL / PEST / STEP Analysis It's for all of these reasons that a COO is one of the most elusive and misunderstood positions in the business. And, those programs that do exist today, cost tens of thousands of dollars. There are very few COO-specific education programs that exist because of the uniqueness of the position. Good COOs also have a strong business education, training and certification background. This experience has taught them valuable skills in the areas of finance, human resources, technology, marketing and sales. Most good COOs have experience in business coaching, consulting and owning their own businesses. Good COOs are very accomplished leaders, having managed across many different companies and organizations. A large part of that experience is in operations - they typically know program and project management, process improvement and change management very well. A good COO has at least 13 to 15 years of experience and great ones have more than 20 years of experience. One of the other reasons that you do not see a lot of COOs out there is that it is tough to become one. In a particularly large company, there may be a COO with presidents overseeing different arms of the company. However, this does not mean that the COO and the president are one and the same. When a COO does not exist, but a president does, the president typically falls under a CEO and runs the business. This is one way that they get sucked into working “in” the business and not “on” the business. The biggest concern in this situation is that the CEO is filling the role of visionary and integrator. Sometimes, the CEO or president fills the role of a COO. If your company is not big enough or does not make enough money, you cannot hire the right talent. The right COO is an expensive position, with a high salary, benefits and bonuses. This is one of the main reasons that a fractional COO might be a smart option. The first factor is the company’s size and revenue. There are a lot of factors that come into play when considering the need for a COO. Why doesn't this position exist in all companies? Every other function in a company should be focused on ensuring the operations function can operate at its optimal level. They recognize that all companies are a system of systems that need to function in concert with one another to run well.Īlso, the COO is an expert at operations because this is where a company’s products and services are created, perfected, delivered and serviced. Even though the COO may not be an expert in all things finance, technology and sales, they understand each area deep enough to know how they work together. This is why the word “operating” is so important in this position’s title. This position combines the company’s strategic and business plans with their business operating system, their operating model and their organizational structure. A COO knows how everything - every function in a company - strategically, operationally and tactically works together to deliver its products and services effectively and efficiently. It is the word “operating” that truly sets the COO apart from others.
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