Business strategy frequently treats operations rather statically—as if its capabilities were fixed and unalterable. This frequently leads management to view operations as a liability whose potential difficulties and costs are to be minimized, instead of an asset whose strengths are a source of competitive excellence to be nurtured and exploited. This is surprising; given that the operations function has almost exclusive responsibility for producing and acquiring the goods and services whose success in the marketplace ultimately determines the overall success of the enterprise.
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