Operations vs Strategy: Why Operations Matter

Ever notice a quiet conflict between your growth and operations teams?  It's a common issue, and it usually comes down to incentives. Your development team is likely measured on opening new locations, while your operations team is focused on increasing performance and visits at existing ones. As Buxton's Bill Stinneford says in this clip from our Analytics Unplugged series, this immediately puts people in conflict. A unified strategy is the only way to bridge this gap and ensure your expansion efforts lead to sustainable, long-term success. How does your organization align these two critical functions? Let's discuss in the comments. 

Operations Management and Strategic Growth * Growth without structure quickly becomes chaos. * Scalable operations turn opportunity into sustainable success. * Efficiency releases resources for expansion. * Smart processes support speed without losing control. * Strategy succeeds when operations are built to grow with it.

Most founders think operations is about efficiency. It’s not. Because the real cost of poor ops isn’t time. It’s mental capacity. Every unclear process, every missing ownership line, every “quick check-in” adds one more micro-decision to your plate. Individually? Manageable. Collectively? Exhausting. When you build structure, you remove thousands of invisible choices. Most founders I work with need fewer decisions, not more hours. The right structure doesn’t take away control. → It gives you back capacity to think, to create, to lead. → It protects your focus. → It filters noise. → It gives your team the clarity to move without waiting for permission. The biggest upgrade isn’t smarter, faster, better workflows. It’s a brain that finally gets to rest.

                        STRATEGIC MANAGEMENT IN SIMPLE TERMS Strategic management simply means: “Thinking ahead, making smart choices, and taking actions that make a company stronger and more competitive.” It involves three key parts: Analyzing – understanding the company’s internal strengths and weaknesses, and what’s happening in the outside world (customers, competitors, economy, etc.). Formulating – deciding what to do: what products to make, what markets to enter, and how to compete. Implementing – putting those decisions into action effectively. Part 1: Inputs — Understanding the Situation Learn what makes companies successful (competitive advantage). Study both external factors (opportunities, threats, and competitors) and internal factors (resources, people, technology, and capabilities). Create a clear vision (what the company wants to become) and mission (why it exists). Identify stakeholders (anyone affected by the business — employees, customers, investors, etc.). Part 2: Strategy Formulation — Making the Plan Choose how to compete: Cost leadership: be the cheapest. Differentiation: be unique and better. Focus: target a niche market. Learn how companies compete, grow, or merge with others. Understand international strategies — how to expand abroad. Explore cooperative strategies like partnerships and alliances. Part 3: Strategy Implementation — Making It Work Learn how to organize people, departments, and decision-making systems. Study corporate governance — how companies are directed and controlled. Understand the role of leadership — how top managers motivate and guide their teams. Learn how to use innovation and entrepreneurship to stay competitive.

You don’t need more trackers to execute better or make operations smoother. You need one question answered every time: “What does success look like?” Define: Timeline — when it’s due Scope — what’s in/out Accountability — who owns it Then send it in an email. It’s ultra clear who’s responsible, by when, and what they need to do. You don’t need a bloated tracker highlighting every minor detail or a tool that takes 30 minutes a day to update. Defining the answer to this one question is the primary obligation of a senior leader. And if you’re solo, that’s you. You don’t need more. You need less. Then execution is the only thing left... And execution is the clearest metric you’ve got. What does success look like for you? Keep smiling, Chris

“Strategy is about making choices. Operations is about making them work.” --Michael E. Porter This quote has stuck with me because it’s exactly where the tension (and magic) lives in business operations. Strategy sets the direction. It’s bold, visionary, and often abstract. Operations? It’s the reality check. It’s where ideas meet constraints, where ambition meets bandwidth, and where clarity becomes execution. Bridging the gap between vision and execution isn’t just about translating goals into tasks. It’s about: Asking “What does this choice require from our systems and people?” Building feedback loops that surface friction early. Creating space for iteration without losing momentum. The Sweet Spot The sweet spot is where strategy and operations co-design the future. It’s not strategy handing off a playbook. It’s strategy inviting operations into the room from day one. It’s where: Vision is grounded in feasibility. Execution is elevated by purpose. Teams move with both clarity and confidence. When strategy and operations speak the same language, we don’t just make choices, we make them work. I’ve seen how even the best strategies can stall if operations aren’t invited to the table early. And I’ve seen how thoughtful ops can elevate strategy: by making it real, resilient, and responsive. Strategy without execution is a wish. Execution without strategy is a treadmill. Let’s stop treating strategy and operations as separate lanes and start building the bridge between them. That’s where the real momentum lives. #StillThinking

Thinking About Growth Through M&A? Start With Strategy, Not a Target. Too many small manufacturers get excited by a potential acquisition—then try to build a strategy around it. That’s backward. I work with growing manufacturing businesses and I always advise: don’t chase deals—design them. Start with a Deal Thesis. Before you look at a single company, write a one-page brief that answers: - What problem are you solving? Is it a capacity gap, a market you want to enter, or a capability you need? - Why now? Timing matters—especially in manufacturing where cycles and margins are tight. - How does the acquisition fit? Will it move your product line, customer base, or operational efficiency forward? - What does success look like? Define clear goals for 6, 12, and 24 months post-close. - Who owns the outcome? If no one is accountable after the deal, it’s not a real strategy. When you lead with why, everything downstream improves: – Diligence is faster – Integration is smoother – Decisions are made with confidence The goal isn’t to find a company that looks good on paper—it’s to find one that fits the plan you’ve already written. If you're a small manufacturer thinking about M&A, start with clarity. Strategy first. Target second. Execution always.

Thinking About Growth Through M&A? Start With Strategy, Not a Target. Too many small manufacturers get excited by a potential acquisition—then try to build a strategy around it. That’s backward. I work with growing manufacturing businesses and I always advise: don’t chase deals—design them. Start with a Deal Thesis. Before you look at a single company, write a one-page brief that answers: - What problem are you solving? Is it a capacity gap, a market you want to enter, or a capability you need? - Why now? Timing matters—especially in manufacturing where cycles and margins are tight. - How does the acquisition fit? Will it move your product line, customer base, or operational efficiency forward? - What does success look like? Define clear goals for 6, 12, and 24 months post-close. - Who owns the outcome? If no one is accountable after the deal, it’s not a real strategy. When you lead with why, everything downstream improves: – Diligence is faster – Integration is smoother – Decisions are made with confidence The goal isn’t to find a company that looks good on paper—it’s to find one that fits the plan you’ve already written. If you're a small manufacturer thinking about M&A, start with clarity. Strategy first. Target second. Execution always.