On the roles of OR/MS practitioners in supporting strategy

This paper presents an exploratory account of how Operational Research/Management Science (OR/MS) practitioners understand their role in supporting an organisational strategy process. The role of strategy support is characterised by five dimensions: the activities supported within the strategy process; the nature of support provided; the orientation of the support provided; the tools used in providing support; and the nature of the relationship between consultant and client. The research draws on case studies of four OR/MS practitioners working as internal and as external consultants. The work of the practitioners is mapped onto the framework and gaps are identified. The research proposes a further dimension, namely, ‘the purpose of the support provided’, and suggests four purposeful support roles adopted by practitioners in supporting strategy within organisations: sensemaking/sensegiving; decision support tool development; problem solving/solution exploration; and process facilitation. The paper concludes with suggestions for further research.     

The Use of Operational Research Tools: A Survey of Operational Research Practitioners in the UK

Given the importance of understanding decision making processes within organizations, studies of the attitudes of Operational Research practitioners towards specific aspects of their work is a neglected area of research. This paper furnishes an account of a questionnaire-based survey of industrially based OR practitioners selected from the membership of the Operational Research Society. The objective of the study is to assess the views of OR practitioners regarding the modelling and problem solving tools that are available to them. In particular, the issues of technique selection, the treatment of uncertainty, and the perceived contribution of Operational Research to decision issues are investigated. Results from the survey contribute towards both a greater understanding of OR practitioners' perspectives on the decision support process and the development of a profile of the membership of the OR Society.     

A survey of decision support system applications (1988–1994)

To extend a previous survey of specific decision support system (DSS) applications over the period (January 1971–April 1988), we have conducted a follow-up survey of DSS applications published between May 1988 and December 1994. Two hundred seventy-one published applications are identified. This survey reveals that there appear to be more creative applications of optimisation and suggestion model-based DSS than simulation-based applications. This is evidenced by a proportional increase of optimisation and suggestion models and a decrease of representation models. Moreover, group decision support systems, executive support systems, and knowledge-based systems applications are becoming more prevalent in many organisations. Although management science (MS)/operational research (OR) models continue to play critical roles, there is a clear observable trend in the DSS model area that three non-MS/OR tools are emerging as powerful DSS tools: graphics, artificial intelligence, and visual interactive modeling.     

Examining the strategy development process through the lens of complex adaptive systems theory

The development of strategy remains a debate for academics and a concern for practitioners. Published research has focused on producing models for strategy development and on studying how strategy is developed in organisations. The Operational Research literature has highlighted the importance of considering complexity within strategic decision making; but little has been done to link strategy development with complexity theories, despite organisations and organisational environments becoming increasingly more complex. We review the dominant streams of strategy development and complexity theories. Our theoretical investigation results in the first conceptual framework which links an established Strategic Operational Research model, the Strategy Development Process model, with complexity via Complex Adaptive Systems theory. We present preliminary findings from the use of this conceptual framework applied to a longitudinal, in-depth case study, to demonstrate the advantages of using this integrated conceptual model. Our research shows that the conceptual model proposed provides rich data and allows for a more holistic examination of the strategy development process.     

Strategic Level MS/OR Tool Usage in the United Kingdom: An Empirical Survey

A survey of the practitioner members of the United Kingdom Operational Research Society was conducted to identify current levels of MS/OR tool usage at the strategic level. In this paper details of the survey will be outlined, the framework of strategic tasks will be described, and the MS/OR tool usage results for these strategic tasks will be presented and discussed.     

Complexity management in practice: A Viable System Model intervention in an Irish eco-community

While soft OR tools offer specific solutions to manage complexity in organisations, little is known concerning soft OR tools to deal with self-organisation in communities. This paper describes an action research project where the authors facilitated a process of self-organisation in a developing Irish eco-community whose members operate in a non-hierarchical, and cooperative fashion. We used the Viable System Model as a hermeneutical enabler of the community learning process concerning their self-organisation: by embedding VSM distinctions, they redesigned their primary tasks and developed meta-systemic management tools to deal with the complexity they were facing. Observations of the dynamics of the self-organising process over a period of 3 years show the community designed their roles and tasks more effectively, improved the connectivity of roles, and in general, their viability and sustainability. We reflect on the distinctiveness of the methods used, and their contributions to research in soft OR in community projects.     

Preliminary Findings of a Survey of OR Society Membership

This paper presents the preliminary findings of a survey carried out into modelling. The survey consisted of sending a questionnaire to all members of the Operational Research Society (42% response rate).The survey investigated the structure of the OR Society membership; the educational background of OR Society members; the functional involvement, skill requirements and time division of OR Society members; the frequency of use of modelling areas by OR Society members; the types of computers used by OR Society members, and their involvement with decision support systems and expert systems. Full details of the survey, questionnaires and results are given in the paper.     

Executive views concerning decision support tools

Support tools for strategic-level decision-making have become increasingly popular. This study investigates the role of OR/MS tools in today’s strategic-level decision support tool market. Executives working in Finland’s 500 largest companies were asked about the decision support tools they use when making major decisions. The responses received indicated that executives actively use a variety of tools, and an average of five different strategic-level tools. Approximately 10% of the tools used could be identified as OR/MS type, these often suit the needs of larger companies with strategic logistical or production functions and compared to other tools, have a specific profile. Executives see advantages in using tools that provide cognitive, collaboration and communication possibilities, and also in using tools that make processes more efficient. OR methodologies have influenced some of the other tools on the market, but ‘soft OR’ tool usage could not be identified. Tools which support creativity are needed.     

Management science methodologies in environmental management and sustainability: discourses and applications

This paper investigates and discusses the use of systemic methodologies (SMs) developed in management science/operational research (MS/OR), in particular, those SM that have been informing the complexity inherent in environmental management and sustainable (EM/S) practices. By surveying a sample of the top MS/OR and systems journals, we assess the extent to which systemic management science methodologies developed recently have been used in tackling EM/S problems. Titles and abstracts of EM/S applications published in MS/OR and systems journals between 1989 and 2009 were queried for the occurrence of typical keywords associated with a set of SMs (eg, complexity theory, systems dynamics, soft systems, critical systems, viable systems model). The survey identifies a set of articles representing the practice of either a particular methodology or of a mixture of various SMs in EM/S setting. By assembling and critically reviewing a sample of applications in EM/S the paper hopes to raise awareness among environmentalists, operational researchers and management scientists of the benefits of using systemic approaches developed in MS/OR and, in this way, to encourage further exchange and conversation between these fields of management.     

Does the Balanced Scorecard make a difference to the strategy development process?

A great number of strategy tools are being taught in strategic management modules. These tools are available to managers for use in facilitating strategic decision making and enhancing the strategy development process in their organisations. A number of studies have been published examining which are the most popular tools; however there is little empirical evidence on how their utilisation influences the strategy process. This paper is based on a large scale international survey on the strategy development process, and seeks to examine the impact of a particular strategy tool, the Balanced Scorecard (BSC), upon the strategy process. Recently, it has been suggested that as a strategy tool, the BSC can influence all elements of the strategy process. The results of this study indicate that although there are significant differences in some elements of the strategy process between the organisations that have implemented the BSC and those that have not, the impact is not comprehensive.     

Contemporary OR/MS in strategy development and policy-making: some reflections

It is now widely accepted that strategy-making and policy development require both rational analysis and an ability to work with insights that are sometimes hard to pin down. Can operational research (OR) contribute to this process in which soft and hard are interwoven? Simon's longstanding distinction between substantive and procedural rationality is helpful in addressing this question. Undoubtedly, OR has made major contributions to strategy development, although there has been a marked tendency to argue for even greater use of substantive rationality. In addition, some soft OR methods are also successfully used in strategy development as ways to provide procedural rationality. Add to this the suggestion of Sagasti that metaphor and language are powerful tools in strategizing, then there is a powerful case for the greater use of OR/management science is strategy development and policy-making.     

The practice of operational research in Taiwan

This paper presents the results of a questionnaire survey of operational research/management science (OR/MS) practices in Taiwanese companies. The survey was addressed to the current status and future perspectives of OR/MS in Taiwan. During the spring of 2001, 2000 questionnaires were mailed to the top 1000 domestic manufacturing firms and top 1000 domestic service organizations. These asked questions concerning specific OR/MS techniques being used, application areas of OR/MS, reasons for using OR/MS, reasons for not using OR/MS, difficulties encountered practically, and future perspectives. Results from 262 valid respondents provided several informative findings. Compared with the 1995 survey of Kao et al, it found that the percentage of companies that have used OR/MS techniques increased from 62.7% in 1995 to 76.7% in 2001. Also, the percentage of companies that have never heard of OR/MS decreased from 16.1% in 1995 to 11.1% in 2001. Because of the Taiwan government recently developing educational and training programs in OR/MS, it found that the importance of OR/MS has been recognized by Taiwan companies as an efficient management tool for economic development, and the usage of OR/MS will continuously increase.     

Supporting strategic conversations: the significance of a quantitative model building process

This paper reports on the use of a quantitative system dynamics simulation model building process that followed on from a ‘soft OR’ strategy making intervention with a top management team. The work was carried out for the Chief Constable and top team of a UK police force. The output of the ‘soft OR’ strategy making process provided the reason for, and so focus of, the simulation model. The focus of the strategic conversation was on exploring the tension between the supply of resources (in this case police officers) and the demands placed on those officers. The project involved a series of strategic conversations with members of the top team that were stimulated through the process of building a system dynamics model. The process was facilitated by two modellers—one focussing on managing the strategic enquiry, while the other considered the implications of the conversation for the construction of the system dynamics model. Through the process of gradually building the system dynamics model, a number of issues and lessons were raised for the development and delivery of effective strategy making and the strategic management of public organisations. In addition there were implications for operational research model building processes, especially when operating at senior levels and within a strategic context.     

Ethics outside,within, or beyond OR models?

Since ethical concerns are calling for more attention within Operational Research, we present three approaches to combine Operational Research models with ethics. Our intention is to clarify the trade-offs faced by the OR community, in particular the tension between the scientific legitimacy of OR models (ethics outside OR models) and the integration of ethics within models (ethics within OR models). Presenting and discussing an approach that combines OR models with the process of OR (ethics beyond OR models), we suggest rigorous ways to express the relation between ethics and OR models. As our work is exploratory, we are trying to avoid a dogmatic attitude and call for further research. We argue that there are interesting avenues for research at the theoretical, methodological and applied levels and that the OR community can contribute to an innovative, constructive and responsible social dialogue about its ethics.     

Past,present and future of problem structuring methods

To be able to exploit the future opportunities for Operational Research (OR), we need to prepare for them now. To conceptualize alternative futures for OR, we need to understand the potentialities of the present. To understand the present, we need to have a grasp of the past history that gave us the OR that we have, rather than some other analytic practice. OR was thrown up by a situation where traditional management methods were proving inadequate to handle the growing complexity of organizational arrangements. Problem structuring methods (PSMs) in turn were generated out of a sense that the trajectory of OR had led it away from important areas of social decision-making. PSMs have made great strides but are still encountering barriers to acceptance. This paper will explore the factors that presently constrain PSMs, and what developments could take them into new fields.     

Design Science,the design of systems and Operational Research: back to the future?

The relationship between the science of decision making and the design of systems that support or automate the decision-making process is vital to both academic and practical Operational Research (OR). There is a long-standing need to better understand how OR can be structured so as to contribute to the design of systems, rather than just the science of decisions. This paper articulates the notion of design-oriented OR, particularly within the context of IT-enabled systems, as one approach to addressing this issue. It proposes Design Science (DS) as one way of achieving design-oriented OR, and suggests a reference model for DS as a design-oriented approach to OR. The use and value of DS within the broader remit of management research, and differences with existing systems methodologies, are briefly considered. It concludes by noting that a DS approach would return OR, at least partially, to the values and approach of early OR practitioners, and hence back to the future.     

OR Utilization in Nigeria: A Sample Survey

The study presents the results of a mail survey on the utilization of Operational Research (OR) techniques in tackling complex operational problems in the private sector in Nigeria. The survey was mailed to OR practitioners in nearly 1000 companies and was aimed at determining the familiarity with, and usage of, OR techniques, background of OR personnel, degree of computer usage, application areas, implementation and contributions of OR, problems attendant in using OR techniques, and future prospects for OR usage.     

The use of multimethodology in practice—results of a survey of practitioners

There is now a vast range of techniques and methodologies, both hard and soft, available to the OR/MS practitioner. After a period of concern about methodology choice, ie ‘which method when’, we are now moving towards a pluralistic approach of combining together several methods within an intervention—multimethodology. This paper reports on a survey of OR/MS practitioners to discover the extent of multimethodology usage and which particular combinations are most commonly utilised.     

Strategy making with the whole organisation: OR and the art of the possible

Present-day expectations of wide stakeholder involvement in strategy-making processes have been addressed in distinctive ways by the Operational Research (OR) and Organisational Development (OD) communities. This paper describes an intervention supporting a strategy for change in a university where a high degree of participation was essential to address the substantive issues faced following the disappointing outcome of an employee satisfaction survey. The importance of staff satisfaction for achieving good business outcomes is explained in the paper before an account is given of the work that was undertaken using a combination of Large Group Intervention and Problem Structuring Method approaches. The achievement of the project in shifting the locus of perceived control and opening up a more participative strategic debate is next assessed. The case demonstrated the benefit of using an intervention process whose participatory nature mirrored the desired changes in the client organisation, and in which the dramatisation of senior management group commitment underlined determination to effect change. Other implications are discussed: the value of using a novel assemblage of approaches and techniques rather than inflexibly following a single methodology; the potential payoff from closer work between the disciplines of OR and OD; and the observation that there is a real opportunity for the wider use of participative approaches in strategy making, something that OR practitioners are well-placed to provide.     

A methodology for supporting strategy implementation based on the VSM: A case study in a Latin-American multi-national

Soft OR tools have increasingly been used to support the strategic development of companies at operational and managerial levels. However, we still lack OR applications that can be useful in dealing with the “implementation gap”, understood as the scarcity of resources available to organizations seeking to align their existing processes and structures with a new strategy. In this paper we contribute to filling that gap, describing an action research case study where we supported strategy implementation in a Latin American multinational corporation through a soft OR methodology. We enhanced the ‘Methodology to support organizational self-transformation’, inspired by the Viable System Model, with substantive improvements in data collection and analyses. Those adjustments became necessary to facilitate second order learning and agreements on required structural changes among a large number of participants. This case study contributes to the soft OR and strategy literature with insights about the promise and constraints of this soft OR methodology to collectively structure complex decisions that support organizational redesign and strategy implementation.