QAISER AMIN

Introduction
People in business present varying strategies for changing
a company’s operations, anywhere from creating a new
way to processing intercompany memos to deciding on a
new marketing strategy. Almost all decisions in a business are
typically a result of someone presenting a strategy that is eventually
adopted. People present strategies all the time and their
success within the company depends on their ability to have
these strategies accepted. For example, a company might
decide, based on a determination by top management, to
implement a strategy of lean manufacturing throughout all
departments in order to cut costs and eliminate as much outsourcing
as possible. That would be a decision with major
impact on the organization because of the potential efficiency
gains, the amount of resources needed, and the management
time required to implement the strategy. But in fact, successful
implementation of that initial strategy requires probably hundreds
of smaller operational strategies. Some of those operational
strategies need to address questions like these:
■ How should purchasing ensure materials arrive just in time?
■ How can each department be arranged to smooth
production?
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