Skip to main content

Basic Ideas Behind SPDM: A Unifying Model for Twenty-First-Century Operations

  • Chapter
  • First Online:
How to Make Things Happen
  • 888 Accesses


The complexity of Operations needs a guide that provides a simple way to structure actions while understanding the mixed impact they may have, while envisaging the possible difficulties that may arise. My life in Operations has been a constant search for KISS – Keep It Simple and Stupid. And a KISS approach is needed to understand the impact of actions on Operations.

The difficulty stems from not only clarifying the framework for actions, but also from the prior requirements that each one entails. Configuring Operations as a whole requires understanding where to place each thing, and a mental boiserie is needed to put such things in order.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Institutional subscriptions


  1. 1.

    The start of my Operations Strategy module in any EMBA-Madrid course that I have taught in the last 25 years of my life at the IESE.

  2. 2.

    Term used in decorating for the paneling and shelving that cover a fireplace.

  3. 3.

    I consider myself to be a very practical person. I believe my academic vein comes from my curiosity. As Dr. Leah Rosember of the Weitzman Institute says, “curiosity, curiosity” (Álvarez de Mon, Weizman Institute, E-156, IESE).

  4. 4.

    Sincerely, I put that down to my possibly not seeing it. As is known, when you stumble on an idea, you see it very clearly, but if you adopt ideas from others, normally you find it hard to understand the whole structure.

  5. 5.

    Part of this approach has been understood as a co-production of services or even competition, where competitors cooperate in providing the service.

  6. 6.


  7. 7.

    How to mix them depends on you. You may use James Bond’s tip and order, “Shaken, not stirred.” It all depends on your company.

  8. 8.

    Note that I say this without blinking. Privileges of being old and a woman. That entitles me to say what I think without blushing, and frankly, it’s marvelous!

  9. 9.

    Don’t panic! All will be explained in detail in this book.

  10. 10.

    It envisages the desire to improve as well as the opportunity to bring about improvements, and the method within the agent’s grasp to bring that about.

  11. 11.

    In this chapter, although I offer some ideas for action, I concentrate more on framing questions that will help thinking in general. Suggesting replies to these questions is the book’s mission.


  • Muñoz-Seca, B. (2011). An Overview of Service Design, PN–478–E, IESE.

    Google Scholar 

  • Muñoz-Seca, B. and Riverola, J. (2004). Problem Driven Management. Achieving improvement in operations through knowledge management, London-New York, Editorial Palgrave-Macmillan.

    Google Scholar 

  • Muñoz-Seca, B. and Riverola, J. (2008). The New Operational Culture: The Case of the Theatre Industry, London-New York, Editorial Palgrave-Macmillan.

    Google Scholar 

Download references

Author information

Authors and Affiliations


Rights and permissions

Reprints and permissions

Copyright information

© 2017 The Author(s)

About this chapter

Cite this chapter

Muñoz-Seca, B. (2017). Basic Ideas Behind SPDM: A Unifying Model for Twenty-First-Century Operations. In: How to Make Things Happen. Palgrave Macmillan, Cham.

Download citation

Publish with us

Policies and ethics