Operations Plan Stephen Lawrence and Frank Moyes Graduate School of Business University of Colorado Boulder, CO

Management Team

Management  3 most important attributes of start-up  Company Organization  Management Team

Management  3 most important attributes of start-up  Management, management, management  Company Organization  Management Team

Management  3 most important attributes of start-up  Company Organization  Organizational structure  Ownership structure  Board of directors/advisors  Management Team

Management  3 most important attributes of start-up  Company Organization  Management Team  Key managers  Duties and responsibilities  Unique skills  Compensation  Planned additions to the team

Management  3 most important attributes of start-up  Company Organization  Management Team  Length: ~2 pages

Management  3 most important attributes of start-up  Company Organization  Management Team  Length: ~2 pages  Examples  See sample plans on course website

Operations Plan

 Introduction (1 paragraph)  Operations Strategy(~1/2 page)  Scope of Operations (~1/2 page)  Ongoing Operations (~1/2 page)  Total Length: ~2-3 pages

Operations Plan Operations Strategy  Added Value  How will we use operations to add value for customers in our target market?  Operations Emphasis  How will we win in the marketplace on the dimensions of cost, quality, timeliness, and flexibility?  Which dimensions will we stress and which will we de-emphasize?  What comparative advantages do we have with our operational design?

Operations Plan Scope of Operations  Make vs. Buy  What will we do in-house and what will we purchase (make vs. buy?) Why does this make sense for our business?  Partnerships  What will be our relationship with vendors, suppliers, partners, and associates?  Personnel  What kind of people will we need to hire?

When is Virtual Virtuous? Go virtual Ally or bring in-house Bring in-house Ally with caution Type of Innovation AutonomousSystemic NeededCapabilities …existoutside …must be created Chesbrough and Teece, “When is Virtual Virtuous,” HBR, 1996

Operations Plan Ongoing Operations  Execution  Describe ongoing operations  Specific to your business – hard to generalize  What will you be doing on a day-to-day basis?  Critical success factors  Key performance indicators  Include detail in an appendix, as necessary.

Operations Plan  Order in Plan  Introduction  Operations Strategy  Scope of Operations  Ongoing Operations  Assignment Order  Introduction  Scope of Operations  Ongoing Operations  Operations Strategy