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variability Tagged Articles



Efficient Toast
There is an interesting article in this month's Harvard Business Review called "Breaking the Trade-off Between Efficiency and Service." The basic idea is that service businesses, unlike manufacturers, have the unfortunate challenge that customers come barging in and interfere with their operations, introducing significant variability. Most businesses think they face a black and white choice:—accommodate the variability, or reduce it. The author, Frances Frei, says there are better ways to address this challenge.
One Size Doesnt Fit All
When it comes to booking group business in the golf industry, the custom approach is king.
Are Multiple Supply Chains Important (Survey Response 6)
A 2006 Report made the following statement: "Designing and operating multiple supply networks to meet the needs of specific market segments--supply chain innovation and the use of multiple supply chains will be important to future revenue and market share growth." Based on your own experience is this an accurate assessment? If yes, why? If no, why?
Business Coach learnings about Unprofitable Sales
As Brian Tracy says, the root of all business problems is “low sales”- and the solution is “high sales”. Very true! Now read on to what his certified FocalPoint Business Coaches have to say about fixing that problem in your company.

Other variability Related Articles

Efficient Toast
There is an interesting article in this month's Harvard Business Review called "Breaking the Trade-off Between Efficiency and Service." The basic idea is that service businesses, unlike manufacturers, have the unfortunate challenge that customers come barging in and interfere with their operations, introducing significant variability. Most businesses think they face a black and white choice:—accommodate the variability, or reduce it. The author, Frances Frei, says there are better ways to address this challenge.
Environmental Dimensions In Measuring Uncertainties
Integrating the work of previous authors, Dess and Beard (1984) employed three environmental dimensions in their measure of uncertainty. These three dimensions, which were very similar to those developed earlier by Child, were “dynamism,” “complexity,” and “munificence.” The first dimension, “dynamism,” referred to the “rate of change and innovation in an industry as well as the uncertainty or predictability of the actions of competitors and customers” (Miller and Friesen, 1983, p. 222). Dynamism in Dess and Beard’s measure was similar to the stability/dynamism dimension of Thompson’s measure, the static-dynamic element of Duncan’s, and the variability component of Child’s.
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