The Operational Dream and a Five-Star Service

Beatriz Muñoz-Seca and Josep Riverola
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Beatriz Muñoz-Seca: University of Navarra
Josep Riverola: University of Navarra

Chapter VII in The New Operational Culture, 2009, pp 62-68 from Palgrave Macmillan

Abstract: Abstract We’ll delve now into trying to understand how a service is conceived, and how Operational systems are designed in order to provide that service. To develop efficiency in Operations, one requires a thorough understanding of these activities. In our case, we’re trying to see how the Teatro Real came up with them, and what structure they take. We will verify that conceiving an Operational Dream comes before making it a reality. What is an Operational Dream? It’s the realisation, in broad strokes, of the features that an Operational system must have as a function of the service that it’s going to provide. That is to say, you can have the idea of the service you want to provide, but at some point you have to look at the bigger picture of how that service must be constructed. The Operational Dream is, as the name implies, a dream. A dream of how you’re going to construct a service. It’s the intermediate step between the dream and the Operational reality. Very few companies have Operational Dreams and, if they do have them, very few have the opportunity of putting them into practice. In the Teatro Real they did have them, and they did put them into practice. They were able to do all that they hadn’t been able to do previously. It’s like leaving behind a world of frustration and finally being able to make the dream come true.

Keywords: Trade Agreement; Operational Culture; Artistic Director; Hotel Guest; Music Lover (search for similar items in EconPapers)
Date: 2009
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DOI: 10.1057/9780230584600_7

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