What do you do if employers don't understand the value of Operations Research?

When faced with employers unfamiliar with the value proposition of Operations Research, it's imperative to educate them. This entails elucidating how OR optimizes processes, enhances efficiency, and drives cost-effectiveness, while avoiding overwhelming technical details.

Instead of leading with the technology, my advice is to lead with questions. Say, the planning is still done manually (somewhat likely if the company is unaware of OR). Ask: 1. How are we making our operational plans today? 2. How do we measure if these plans are good? 3. If we measure them at all, do we see variance in performance over time? 4. How much value would it bring to the company if these plans were 1% better or if they would work with lower variance? 5. What technology have we considered so far to improve our planning? And then suggest to run a trial with a high-productivity solver like InsideOpt Seeker (which allows you to just write down the problem and get good plans quickly without weeks of development).

In today's fast-paced business landscape, Operations Research (OR) is indispensable for optimizing processes, decision-making, and overall efficiency. However, some employers may struggle to fully grasp its value. To tackle this challenge, it's vital to advocate for OR by showcasing its benefits through real-world examples and success stories. Aligning OR initiatives with organizational goals, providing training, measuring impact, and securing executive sponsorship are essential strategies to bridge this understanding gap. With proactive efforts, companies can harness the transformative potential of OR to drive superior business outcomes and gain a competitive edge. #OperationsResearch #DataDrivenDecisions #Efficiency #CorporateStrategy

At my last job, I participated in conducting training on optimizing business processes at the stage of implementing a process approach. This event ensured in the future a proactive approach and involvement of personnel in improving the company’s processes.

Bridge the OR knowledge gap! Patiently educate employers on the power of OR. Explain how it solves real business problems - optimizing logistics, reducing costs, or improving production processes. Focus on practical applications relevant to their industry. By making OR relatable, you'll pique their interest and demonstrate its real-world value.

In my experience, when presenting results at work is better to talk about specific numbers and potential improvements over the technology used. It's rarely common that decision makers, managers or C-levels will understand what Linear Programming, Local Searches or Metaheuristics are, even though they are super powerful tools to solve optimization problems. But if you present first decent results and improve at least one of the two main metrics (quality of solutions or execution time -even if it's currently done manually-), then your approach will be easier to be accepted.

Let results do the talking! Quantify the impact of OR. Present case studies or success stories showcasing how OR has saved companies money or boosted efficiency in similar industries. Focus on metrics they care about - increased profits, reduced waste, or improved customer satisfaction. Hard data speaks volumes - use it to demonstrate OR's tangible benefits.

Speak their language, not yours. Translate complex OR concepts into clear, business-oriented terms. Don't get bogged down in technical jargon. Focus on how OR directly contributes to their specific goals - increased revenue, reduced costs, or improved resource allocation. By aligning OR with their priorities, you demonstrate its value proposition for their company.

Correlating OR initiatives with overarching organizational objectives is essential. Whether the focus is on cost reduction, heightened customer satisfaction, or enhanced supply chain efficacy, aligning with strategic goals underscores OR's relevance.

Consider offering a helping hand. If appropriate, suggest providing introductory OR training sessions for key decision-makers. This demonstrates your willingness to bridge the knowledge gap and invests them in understanding OR's potential. By offering tailored training, you empower them to see how OR can be a strategic asset, propelling its adoption within the organization.

Become an OR champion! Build internal advocacy for OR. Seek out colleagues who understand its value and collaborate on pilot projects to showcase its effectiveness. Share positive results and success stories internally. The more people who recognize OR's benefits, the stronger the case for its wider adoption within the organization.

Thankfully, a lot of employers do understand and appreciate the importance of operations research (OR). Companies do have roles focused on OR. Additionally, it is a commonly listed major for data science and similar technical roles.

When engaging with employers or stakeholders unfamiliar with the value of OR, you need a strong communication strategy. Simplifying OR concepts, demonstrating their real-world applications, and aligning them with specific business goals are key strategies. Visual aids and practical demonstrations can further highlight the tangible benefits of OR. A thorough cost-benefit analysis can substantiate the economic argument for OR investments. By employing these strategies, you not only bridge the gap between technical complexity and business practicality but also highlight your own expertise and the intrinsic value of OR in achieving business objectives.