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Business change is now relentless—a condition that Accenture calls “permanent volatility.” Dynamic operations—the ability to respond smoothly to changing circumstance—has become essential to compete successfully in this environment.
For companies to survive and even prosper, business leaders need the right insights, strategies and actions—so turning permanent volatility into a positive lever for competitive advantage.
The linchpin is “dynamic operations.” Dynamic operations refers to global networks that respond to changing events by smoothly reorienting themselves. When market opportunities arise or disruptions occur (supply interruptions, financial turmoil, market shifts, weather disturbances), processes at any node can be modified.
Accenture has the breadth of experience and depth of talent to help companies design and implement dynamic operations.
Four capabilities underpin dynamic operations:
Insight to action. The ability to capture, synthesize, analyze and use information rapidly.
Adaptable structure. The capability to create products, processes and systems that are easily modified in response to changing conditions.
Flexible innovation. The ability to make design and development processes less rigid with simpler products, more interchangeable components and faster changeover times.
Agile execution. The ability to adjust supply chain actions rapidly by scaling capacity up and down rapidly, improving collaboration, formulating supplier contingency plans and implementing advanced technology such as predictive analytics.
We have developed an executive dynamic operations assessment that pairs financial metrics with a Dynamic Capability Index—a mechanism that quantifies a company’s current competence in each of the four capabilities and the value associated with moving to a greater level of proficiency.
Deployment of a Dynamic Operations Framework can then guide our collaboration through three stages:
A Diagnose phase concentrates on how a company’s operations strategy is aligned with its business strategy. From there, the company’s operational basis of competition is defined, current performance is assessed, and gaps and opportunities are identified.
During the Design phase, needed capabilities are prioritized and key performance indicators are used to determine the impact of those capabilities.
For the Transform phase, project-specific initiatives are defined and process governance parameters are set.
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