An interview with Terry Hill, Emeritus Fellow at the University of Oxford, UK

Abstract

PurposeThe aim of this series of papers is to offer key insights from eminent professors or practitioners within the field of Operations Management. This is the first of a series of interviews with “Operations Masters” and future contributions will include a range of inputs from manufacturing and services, private and public sectors. This series will provide an important contribution to the strategic importance of operations management in a range of settings.Design/methodology/approachAn interview with Professor Terry Hill, Emeritus Fellow at the University of Oxford, UK and a leading international figure in the field of operations management and operations strategy, conducted by Professor Steve Brown, Editor‐in‐Chief of International Journal of Operations & Production Management.FindingsTerry Hill explains that his motive when writing his seminal book Manufacturing Strategy in 1985, which built on the work of Wickham Skinner, was to fill the gaps in both the language and concepts that comprise operations strategy, which would enable operations executives to exercise their strategic roles more fully. He goes on to describe the challenges that still exist in getting operations strategy onto the agenda in most companies and in the classroom. Finally Terry Hill makes recommendations for research which would help to elevate the strategic importance of operations.Originality/valueProfessor Terry Hill is a leading international figure in the field of operations management and operations strategy. In this interview he offers many insights into how this field has developed, both in business and in academia and highlights some of the challenges faced, particularly if research is to have real value in business.