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On Purpose: Why great leaders start with the PLOT by Karen James

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CHAPTER 4OPERATIONS

Before starting this chapter I would like to take a moment to define exactly what the O in PLOT represents.

When we think of operations, it is easy to imagine someone with a furrowed brow, a clipboard and probably a few pencils in their top pocket. That is, if you haven't fallen asleep yet — even the word ‘operations' is often met with a tired sigh before the first workflow has even been laid down!

So, first things first. Please remove your mental image of the operations manager, the production line and the processing team when you think of operations. ‘Operations' is not a job title, and it's not a specific function.

While you're stripping away these outdated notions, also remove the notion of efficiency over effectiveness. Sometimes efficiency isn't preferred over taking a little longer to be effective.

In layman's terms, operations embodies anyone who is doing anything on behalf of your organisation — the activities of any role.

The power to act.

The heart of everything

Operations can be anything from strategy to finance, sales to manufacturing — the list goes on, depending upon the size of your organisation. Independent of roles, structure, culture and governance, everyone is doing something. Everyone has the power to act on-purpose.

It is within this all-encompassing context that I will be using the word ‘operations'. But before we go further, the important thing to ask is what's directing all of this all-encompassing action.

In the film industry, ...

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