Production/operations managers often are not directly involved in strategy-formulation activities because production/operations are taken as being more execution, transaction and the functions that are being implemented. Organizations take them as strategies that are being carried out and have got no requirement to get involved in forming it. This is one of the biggest weaknesses in the organization.
Production/operations have got the major share in the assets such as raw material and inventory, plant and machinery, equipments and labor. Without production/Operations an input for the formulation of strategy, the organization is at a risk in order to implement strategies which are not at all cost effective and respond to productive
Answer this question
you give a compelling argument for your position. How would an organization correct such a weakness if this attitude/thinking actually exist?