Fix the system. Stop feeding the fire.
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103 Rules / Leadership Series / 07Most operations spend part of every day on work they made for themselves: customers chasing things that should already have happened, cases reopened because they were closed too soon, jobs that were urgent only because someone upstream was late, and the daily rescue everybody has come to rely on. Because that work looks exactly like the real thing, it gets staffed and even praised, and the fire never quite goes out.
103 Rules for Running Operations is a practical guide for the people who run contact centres, warehouses, repair services, kitchens and networks of sites. In short, direct chapters, it covers seeing the operation as it really is, where demand comes from, queues and capacity, procedures people will follow, quality, suppliers, cost, the daily shift and what to do when something breaks. Where the subject is safety it is serious, and plain about when to take competent advice.
Operations leaders in service, production and multi-site businesses.
Build something people would actually miss.
Product value and viability: customer problems, research, strategy, discovery, prioritisation, measurement, experiments, pricing and lifecycle.
The job changed. Nobody gave you the instructions.
Enterprise-level leadership: strategy, finance, resource allocation, organisation design, managers of managers, governance and stewardship.
