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On the nature of OR: taking stock

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  • R J Ormerod

    (Warwick Business School, University of Warwick)

Abstract

This paper argues that OR, having reached its maturity, must now play to its strengths. In strategic terms this means competing in those areas where OR's core competences can be brought to bear. Using a competence model it is suggested that OR's core products are (i) the development and implementation of the quantitative, algorithmic ‘smart bits’ and (ii) the ‘helpful ways’ of managing intervention processes. These core products are supported and sustained by three core competences labelled process, analytic, and context. Individuals and small groups of practitioners develop ‘strands of practice’ and larger groups ‘webs of practice’ on the basis of their core competences. It is argued that this is giving rise to the emergence of three archetypes of OR service, namely the OR technical consultancy, the OR process consultancy, and the full service OR consultancy. Both the technical and process consulting are built around ‘strands of practice’ of individuals and find their natural home in small service providers. The full service OR consulting practice, in the past located in internal OR groups, will in the future be located within the large management consultancies, which are capable of managing ‘webs of practice’. The implications for the worlds of OR practice and academia are examined.

Suggested Citation

  • R J Ormerod, 2002. "On the nature of OR: taking stock," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 53(5), pages 475-491, May.
    • Handle: RePEc:pal:jorsoc:v:53:y:2002:i:5:d:10.1057_palgrave.jors.2601343
    DOI: 10.1057/palgrave.jors.2601343
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    Citations

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    Cited by:

    1. Ian G. McHale & Philip A. Scarf & David E. Folker, 2012. "On the Development of a Soccer Player Performance Rating System for the English Premier League," Interfaces, INFORMS, vol. 42(4), pages 339-351, August.
    2. R J Ormerod, 2010. "Rational inference: deductive, inductive and probabilistic thinking," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(8), pages 1207-1223, August.
    3. M S Sodhi & B-G Son, 2010. "Content analysis of OR job advertisements to infer required skills," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(9), pages 1315-1327, September.
    4. ManMohan S. Sodhi & Christopher S. Tang, 2008. "The OR/MS Ecosystem: Strengths, Weaknesses, Opportunities, and Threats," Operations Research, INFORMS, vol. 56(2), pages 267-277, April.
    5. Maurice W. Kirby, 2007. "Paradigm Change in Operations Research: Thirty Years of Debate," Operations Research, INFORMS, vol. 55(1), pages 1-13, February.
    6. R J Ormerod, 2010. "Research contribution: Citation and content analysis," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(4), pages 705-707, April.
    7. Matthew Liberatore & Wenhong Luo, 2013. "ASP, The Art and Science of Practice: A Comparison of Technical and Soft Skill Requirements for Analytics and OR Professionals," Interfaces, INFORMS, vol. 43(2), pages 194-197, April.
    8. Ormerod, Richard J. & Ulrich, Werner, 2013. "Operational research and ethics: A literature review," European Journal of Operational Research, Elsevier, vol. 228(2), pages 291-307.
    9. Brocklesby, John, 2009. "Ethics beyond the model: How social dynamics can interfere with ethical practice in operational research/management science," Omega, Elsevier, vol. 37(6), pages 1073-1082, December.
    10. R J Ormerod, 2010. "Justifying the methods of OR," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(12), pages 1694-1708, December.
    11. Frederic H. Murphy, 2005. "ASP, The Art and Science of Practice: Elements of a Theory of the Practice of Operations Research: Practice as a Business," Interfaces, INFORMS, vol. 35(6), pages 524-530, December.
    12. N J Curtis & P J Dortmans & J Ciuk, 2006. "‘Doing the right problem’ versus ‘doing the problem right’: problem structuring within a Land Force environment," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(11), pages 1300-1312, November.
    13. Matthew J. Drake, 2019. "Teaching OR/MS with Cases: A Review and New Suggestions," INFORMS Transactions on Education, INFORMS, vol. 19(2), pages 57-66, January.
    14. Ranyard, J.C. & Fildes, R. & Hu, Tun-I, 2015. "Reassessing the scope of OR practice: The Influences of Problem Structuring Methods and the Analytics Movement," European Journal of Operational Research, Elsevier, vol. 245(1), pages 1-13.
    15. Frederic H. Murphy, 2005. "ASP, The Art and Science of Practice: Elements of a Theory of the Practice of Operations Research: A Framework," Interfaces, INFORMS, vol. 35(2), pages 154-163, April.
    16. Ormerod, R.J., 2014. "Critical rationalism in practice: Strategies to manage subjectivity in OR investigations," European Journal of Operational Research, Elsevier, vol. 235(3), pages 784-797.

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