This is a course from the perspective of a senior operations leader (e.g. COO) who is concerned with the evolution and alignment between the business model and operating model as the firm transitions from early stage, to mature, to potential stagnation and renewal. It emphasizes the interplay between innovation and operational excellence that is necessary in order for these two models to evolve and the firm be successful. Topics to cover: key elements of a business model (value creation model, value chain analysis, profit model and unit economics, and logic); key elements of operating model (value creation processes, key resources, process-based know how and capabilities); key archetypes for business models; key scientific principles for designing operating models (selecting processes through the product-process matrix, managing processes and allocating resources using process analysis and little's law, managing predictable variation using build up analysis, managing unpredictable variation using queuing and newsvendor models, principles of lean and standardization, agility, adaptability and alignment); key archetypes for innovation processes and their applications to business models and operating models (design thinking, lean startup, precedents thinking); case studies from traditional operations-heavy companies such as Boeing, Walmart, Amazon, and Toyota, high growth companies such as DoorDash, private equity investor Alpine Capital, and Stanford HealthCare. The course will emphasize the application of these frameworks across industries (hardware, software, services), and across companies of various stages (early stage, growth, mature firms).
3 units · GSB Letter Graded
This is a course from the perspective of a senior operations leader (e.g. COO) who is concerned with the evolution and alignment between the business model and operating model as the firm transitions from early stage, to mature, to potential stagnation and renewal. It emphasizes the interplay between innovation and operational excellence that is necessary in order for these two models to evolve and the firm be successful. Topics to cover: key elements of a business model (value creation model, value chain analysis, profit model and unit economics, and logic); key elements of operating model (value creation processes, key resources, process-based know how and capabilities); key archetypes for business models; key scientific principles for designing operating models (selecting processes through the product-process matrix, managing processes and allocating resources using process analysis and little's law, managing predictable variation using build up analysis, managing unpredictable variation using queuing and newsvendor models, principles of lean and standardization, agility, adaptability and alignment); key archetypes for innovation processes and their applications to business models and operating models (design thinking, lean startup, precedents thinking); case studies from traditional operations-heavy companies such as Boeing, Walmart, Amazon, and Toyota, high growth companies such as DoorDash, private equity investor Alpine Capital, and Stanford HealthCare. The course will emphasize the application of these frameworks across industries (hardware, software, services), and across companies of various stages (early stage, growth, mature firms).
Offered in Winter 2027 at Stanford University.