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Summary of Problems, Opportunities, Solutions
Business Plan Report
Sustainable development is vital in a business environment. Reflectively, this concept defines the feasibility of a company and its solvency within a specified period of time. In the contemporary society, the term sustainability refers to the ability to survive within a profitability model.
In business environment, sustainability is affected by forces in the market, decision science, corporate structure, and real financial management, in short and long term. Pfizer Company has a very weak communication system that verifies risk preparations before informed decisions are made.
This procedure is necessary in monitoring decision science and distribution of risk elements and forecasting into future swings in the economic climate market. Thus, Pfizer Company should embrace quality operations management model that supports communications culture, efficiency, and optimal resource use in it’s production lines.
Basically, the operations management systems at Pfizer Company should include an aspect of cost, dependability, speed, quality, and flexibility. These variables determine success or failure in business. These variables are achievable through value delivery, value addition, and creativity.
The company has poor functionality within a competitive advantage parameter. In order to achieve this, its existing forms of system monitoring should be periodically upgraded to introduce multiple operating system models such as ratio analysis in operation management that is compatible with tracking and analysis within and without the company across the three major segments (Pfizer 2011).
For implementation of the strategy, the management is to balance both the short term and long term consideration towards decision making. Management that ensures long term obligations are fulfilled considers mostly the role played by resources invested in technology, continued innovations in the production of new products, and conducting intensive researchers in the market to identify fresh market niches.
Despite having this efficient operations management system, the company has not fully established a mechanism for monitoring progress at micro level and majorly depends on macro auditing in decision making but has to deal with the risk of internal fraud and redundancy.
The major part of the success puzzle for operations management delivery operates on the periphery of the soft skills involving the timeless vision of organizational principles, defining value of the business, determining requirements, clarifying the vision, building teams, mitigating task, resolving issues, and providing direction.
Thus, the company should create a decentralized system to ensure that decision making process is shortened thus, avoidance of the bureaucracy in its product lines. In the success measurement parameters, the operations management systems of the company should incorporate planning, development, implementation, and discovery scores.
Reflectively, the process captures organization chart, status reports, process map, compliance requirements, review structure, activities, dates, and resources employed within a specified period of time (Murphy 2010). After the quantitative analysis, it is apparent that the company should invest further in technology for its own production sustainability.
Besides, the technology will work alongside labor efficiency strategy to create an all rounder, relevant, and practical marketing system. Since operations management system determines the success of business decisions, the company should introduce a micro auditing unit for internal decision making rather than depending majorly on the macro market environment.
In addition, the decisions made should be dependent on available resources such as investment portfolio, infrastructure, personnel size, experience and efficiency, for a specialized high skill assignment requiring specific qualifications. These results would provide an in-depth estimation of distribution of probability for future expected returns (MacKay & McKiernan 2004).
References
MacKay, B. & McKiernan, P. (2004). The role of hindsight in foresight: refining strategic reasoning. Futures, 36, 161-179.
Murphy J. (2010). Organization theory and design. Hampshire: Cengage Learning EMEA.
Pfizer: Our Priorities and Strategies. (2011). Web.
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