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  How to Get Your Employees to Provide Solutions, Not Problems 

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What entrepreneur or executive wouldn't give part of their salary to "get people to do what you want and have that be what they want to do"? Ultimately, this is the aim of the new book from IESE professor Beatriz Muñoz-Seca.

The book provides a conceptual framework for configuring operations in service companies in a way that sustains their differential advantages, revolves around the use of knowledge and gets people to act autonomously.

According to the author, operations should provide the necessary infrastructure to free up workforce brain power, eliminate the irritation that comes with unproductiveness, and facilitate growth and enjoyment.

And with ever-increasing personnel costs and the unstoppable progress of robotics, human beings should be able to provide more and more added value, offering personalized solutions to clients.

The crux of the proposal is to exploit knowledge through problem solving. Key to this is to identify what everyone knows, does not know and should know. This forms the foundation that then allows colleagues to connect knowledge, brains, efficiency, industrialization, sustainability, improvement and service.

One of the book's aims is to create an action plan to facilitate dialogue in the company. Creating a discourse that is coherent and can be assimilated by all members of the organization is essential for efficiency.

A Model for Dreaming
The model for Service Problem Driven Management (SPDM) presented in the book starts with operational efficiency and combines that with service design, all guided by what the author calls "promise," "essence" and "flame red" -- three concepts employed by Muñoz-Seca to give strategies concrete form.

SPDM is an integrative model that enables the identification of actions' gaps, synergies and complementarities in the world of operations management and whose axis is based on productivity, happiness and problem solving.

According to Muñoz-Seca, "each company is unique and each situation is different," so "the formulas don't work; what is needed are frameworks and models through which to develop an individual operating structure that is competitive and adds value."

As such, the objective of her book -- which includes 16 chapters and a 70-page manual to help implement the SPDM model -- is to make the reader reflect, invent, forget about cutting costs and find new differentiating advantages.

In the words of Beatriz Muñoz-Seca, this book should serve as an impetus for you "to dream, to change, to open your spirit and mind. To make all of that a reality and develop companies that are enriching for society, for your organization and for you."
This article is based on:  ¿Por qué mi plan nunca se cumple?
Publisher:  Pearson
Year:  2016
Language:  Spanish

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