Operations Strategy
John is a man that has started a small technology service business. He has to relocate his business several times due to growth but he is now experiencing some growing pains and some customer pushback due to delegation issues relating to service time, communication quality and the hierarchal structure of his business. There are some open questions about how he should structure and operate the business going forward including whether to outsource more, whether to go more global in his business contracts as that seems to be an opportunity for him and so forth. This brief report will deign to answer those questions and beyond. While John presumably wants to grow his business more and more, he will have some important decisions to make before he can do this and do it well.
Analysis
What is obvious about the current hierarchy and business structure of the firm is that John is taking on too much of the responsibility for customer or technical support. As such, response times are starting to suffer and customers are taking note. As such, John either needs to pick the right outsourcing provider to fill the gap or he needs to hire more of his own staff and de-flatten his organization. His choice to keep the hierarchy flat and the business simple worked at first because the amount of business volume allowed for it. However, there is only so much that John can do on his own. As such, he needs to have a person (or people) or a firm do some of the work or he will need to scale back the size of his business. The current way of doing things from a cost and procedural...
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