Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
- View the Talks
-
1. Operations strategy: a decision and evaluation framework
- Prof. Jan A. Van Mieghem
-
2. Operations strategy: competition, competencies & trade-offs
- Prof. Gad Allon
-
3. Capacity strategies
- Prof. Brian Tomlin
-
4. Inventory and supply chain strategies
- Prof. Jing-Sheng Song
-
5. Flexibility
- Dr. Jiri Chod
-
6. Operational and financial hedging
- Prof. John R. Birge
-
7. Flow optimization strategies
- Prof. Jérémie Gallien
-
8. Sourcing strategies
- Dr. Donald Rosenfield
-
9. Contracting in a supply chain
- Prof. Martin A. Lariviere
-
10. Innovation and new product development (INPD)
- Prof. Vish Krishnan
-
11. Service operations strategies
- Prof. Richard Metters
-
12. Understanding recurrent and disruptive risk in supply chains
- Prof. Sunil Chopra
-
13. How high velocity organizations get ahead and stay ahead
- Dr. Steven J. Spear
-
14. The encroachment framework 1
- Prof. Bo van der Rhee
- Prof. Glen Schmidt
-
15. The encroachment framework 2
- Prof. Bo van der Rhee
- Prof. Glen Schmidt
-
16. Sustainability in operations
- Prof. Dr. Arnd Huchzermeier
-
17. Leadership in middle management and operations
- Prof. Christoph H. Loch
-
18. Caterpillar bundles to win: operations strategy in action
- Prof. Sridhar Tayur
Printable Handouts
Navigable Slide Index
- Introduction
- Huge gaps exist
- Shifting from average curve to exceptional (i)
- Shifting from average curve to exceptional (ii)
- Shifting from average curve to exceptional (iii)
- Making giant leaps
- May 25, 1961
- July 20, 1969
- Less giant leaps
- Mercury spacecraft
- Gemini spacecraft
- Apollo spacecraft
- Explorer program
- Stumbling to catastrophe
- Mrs. Grant’s catastrophe (i)
- Mrs. Grant’s catastrophe (ii)
- Mrs. Grant’s catastrophe (iii)
- Mrs. Grant’s catastrophe (iv)
- Symmetry of success and failure
- Tomorrow! round on your process
- About Steve Spear
This material is restricted to subscribers.
Topics Covered
- G-A-P-S
- Making giant leaps
- Moon mission
- Mercury
- Gemini
- Apollo
- Explorer
- Stumbling to catastrophe
- Catastrophe: whose fault?
- Symmetry of success and failure
- See problems
- Solve problems
- Share discoveries
- Lead improvement
Links
Series:
Categories:
Bite-size Case Studies:
Talk Citation
Spear, S.J. (2020, February 27). How high velocity organizations get ahead and stay ahead [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 31, 2024, from https://doi.org/10.69645/GWOK5754.Export Citation (RIS)
Publication History
How high velocity organizations get ahead and stay ahead
A selection of talks on Strategy
Transcript
Please wait while the transcript is being prepared...
0:00
Hi, my name is Steve Spear.
I'm a senior lecturer at MIT,
a senior fellow at the Institute for Healthcare Improvement,
and author of the book, The High-Velocity Edge.
Today, we'll be talking about how high-velocity organizations make the leap,
getting ahead and staying ahead of their rivals and competition.
0:17
We worry about high velocity in terms of getting
ahead and staying ahead for the very simple reason
that when one looks at different sectors,
different industries, and again,
it's simply doesn't matter which;
it could be civilian or military,
high-tech or heavy industry,
manufacturing, or design.
The difference is between the best and the average and we're
not even talking the best and worse, just best and average.
The difference is the gaps can be simply extraordinary.
Differences in quality can measure anywhere between 100-1,000 fold.
Differences in productivity, the effort required to create the same amount of value,
those differences in productivity can be two times,
three times, or even four times.
Differences in ramp speed,
bringing new technology, new products,
new service to market;
those differences also can be somewhere between two,
three and four times in speed between
the best and the average and then the same thing is true for the workplace:
safety, agility, time to market,
efficiency, and so forth.
Long and short, issues of speed and getting ahead and staying ahead
are of profound importance no matter what you do and with whom you compete.
1:21
This issue of 'get ahead and stay ahead' is of great relevance.
It would be one thing if we just sat on the sidelines watching
the competitors on the field and marvel at how
these high-velocity organizations race ahead of
the competition and win untouched and unmolested.
But the thing is, we're not spectators,
we're competitors ourselves and we have to be on the field and figure out
how our own organizations get ahead and stay ahead of our rivals.
Now the good news is that this is not a spectator sport that
organizations have accelerated themselves to the front of the pack.
I'll work through three examples and in doing so,
give a sense of the breath with which some of these ideas apply.
In the first instance,
we've got an Intel 'Fab',
a factory that makes microprocessors.
Now the problem this factory encountered is that
they were using a trailing edge technology.
Everyone in that industry is moving to the new technology
and they were trying to squeak out what was left of the old technology.
By many measures, they weren't in a competitive position,
and by many estimates,
they were going to be closed down sometime around 2009, 2010.
Now, the folks in that factory recognized this was quite a burning platform predicament,
and by accelerating the pace at which they were making improvements,
accelerating the pace at which they were making innovation and
bringing those great new ideas into practice,
they did some marvelous things.
One of the things you measure in that industry,
of course, is how quickly can you turn blank silicon wafers into usable chips?
They were able to compress that time by some 70 percent.
As you all know, every time Apple or
some other manufacturer introduces a new product in the lines that are upfront,
there's an enormous premium for a new product,
an enormous penalty for a product that's slow or late to market.
Being able to offer manufacturers the ability to
get the product to market in 30 percent of the time that
was typical throughout the industry, led to
a huge interest in having products run through that facility.
The good news was they were able to take on that new demand because by
the same efforts of discovering new ideas and bringing them into practice,
they added capacity, literally without spending another dime on equipment.
Yield loss disappeared out of the plant.
Inventory disappeared because the material was moving so quickly
through the facility and per-unit cost dropped by some half.
The combination of a huge increase in top-line revenue and a huge decrease in
bottom line cost lead to a gain in profitability
that ran into the millions of dollars per month,
and a two billion dollar facility which was slated for closure sometime around
2010 is up running and still taking on new orders through 2014 and 2015.
Really, not a bad return on investment.