Leandro MelloBacellar has written an article on his interpretation of the Global State of Operational Excellence Survey Report - Critical Challenges & Future Trends - 2018/2019. Click here to read the full Survey Report 2018/19.
The Most Comprehensive Study of Critical Challenges and Future Trends within Operational Excellence
With nearly 1000 respondents, 37 insightful questions, detailed analysis & insights from 40 industry thought leaders, and the BTOES Insights executive team, this 130 page report is recognised as the most comprehensive study of critical challenges and future trends within Operational Excellence, and is considered a key resource for the industry. Areas covered include:
The Critical Operational Excellence Challenges faced by executives.
The Current Scope of Operational Excellence.
How is Operational Excellence success measured?
Key Findings & Roadblocks.
What are executives focusing on over the next 12-18 months?
What have been the greatest developments?
What are the key drivers pushing change in Operational Excellence?
Small, Medium & Large Corporation Perspectives.
Detail Analysis & Insights from BTOES Insights Executive Team.
Detailed Analysis & Insights from 40 Industry Thought Leaders.
Analysis of key themes, including Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation, Keeping up with new technologies/impact of digitalization and Leadership Buy-in & Understanding.
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Challenges and opportunities at customer experience programs
Experts and strategists are calling this business cycle a “customer era”, where customers are in charge as they decide what, where, how and when to purchase. This is a big shift from the previous Eras of information, distribution and manufacturing where basically customer value was measured by functional benefits minus financial cost.
Challenges and Opportunities on the Journey
A company embarking on this great journey might face challenges and opportunities that could award them with success and great achievements, or with pitfalls and hurdles that could drag the motivation and efforts down. Setting the customer as the main reason to exist and perform is not an easy task for companies that come from financial, product or technology centric approaches. It is a complex and strong shift and even companies working on CX programs for a long time often reverse back to the inside out approaches.
One example about maturity level in companies performing CX programs is how customer satisfaction or NPS (Net promoter Score) KPI’s are presented in those companies’ quarter or annual results at their internal communication meetings. Some might regress in maturity and present this as the last and least important KPI or sometimes failing to mention altogether.
Key challenges might come from who at the “C” company level is the main champion implementing and reinforcing the CX program when it is time to celebrate or when mistakes are made. Such mistakes and celebrations are part of the learning curve and should be used to improve and refine the company´s operation. Good practices show that, when the board of directors discusses how the company can deliver more economic benefits and fewer hassles for customers, the central engine is on.
E2E full involvement
Operational excellence initiatives play a very important role when CX programs’ frameworks are structured with pillars based on employee engagement, customer engagement, excellence in execution and growth. They can boost the program by getting E2E full involvement. Challenges are mainly around change management process and a common constraint is to move from the program awareness to execution while consistently striving to embed customer value metrics as customer satisfaction and NPS (Net Promoter Score) to all company level employees.
It is important to make sure that every single person understands what they can do and how they can maximize customer value and reduce internal waste. Taking advantage of lean practices will enable cross functional teams to close the loop and maximize customer loyalty. On average financial CX program good practices results lead to 20% to 30% increase in operating income and internal efficiency. Also leading CX programs are already delivering financial results around 2.5 more profitable than their competitors.
Overall pitfalls, such as silos thinking, conflict in KPI’s and lack of sense of urgency for changing will be always part of the journey. However, focus on continuous improvement will pave the way forward. Have fun.
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About the Author
Leandro Mello Bacellar
Vice President CRM & Operational Excellence, Volvo Trucks
Leandro Bacellar Mello is Vice President CRM & Operational Excellence at Volvo Trucks and has been leading customer experience initiates over the last 10 years with great successes and learning. With a solid leading positions background on Retail and Distribution Development in Europe and Latin America, he drives continuous improvement combining lean practices with customer centric mind set. Leandro is Brazilian executive and is current leaving with his family in Gothenburg Sweden. Check out hisLinkedinpage.
With over 150 speakers, over 100 sessions, 12 Keynotes, 9 Track Themes, 5 parallel tracks, 60+ track sessions, 50 roundtable discussions, 20 Interactive Workshops, 6 Thought Leader Panels, 5 Leaders Boardrooms, 5 co-located events, the Industry Awards Program, Site Visits, 20+ hours of social networking including 2 gala cocktail parties, dinners, numerous group activities, this is the ultimate event to benchmark, network and drive Operational Excellence to the next level.
There is a strong focus on Cultural Transformation, Customer Delight, Sustaining an Operational Excellence program, Need for end-to-end Business Transformation,Keeping up with new technologies/impact of digitalizationand Leadership Buy-in & Understanding. We dedicated two tracks to advanced technologies, such as AI, Machine Learning, RPA, Predictive Analytics, Blockchain, Cloud infrastructure etc.
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All-day Refreshment & Themed Breaks
1¼ Hour Hot Breakfast Networking Sessions
1½ Hour Hot Plated Networking Lunches with Topic & Industry Sector focussed tables
1½ Hour Roundtable Sessions by Topic & Industry Sector.
Keynote & Themes Panel Sessions
Hosted Welcome Receptions from 5.30pm
Expanded more lavish Awards Program
Newly launched Night Summit for attendees to meet after dinner
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