Srikanth Achyutuni
December 07, 2018

Diligent and cautious approach needed for Digitalization

Srikanth Achyutuni 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 download 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?

  • Industry Perspectives.

  • 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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Diligent and cautious approach needed for Digitalization

Every continual improvement (CI) professional understands the significance of having a stable process before driving a process capability improvement initiative. Interestingly, I find this analogy apt to the contemporary OpEx industry wherein the organizations ignore the fallacies of the existing OpEx culture and ride the digital transformation bandwagon across their global footprint. The end-result would be amplified chinks in the digital armour. 


Let me pose few questions that would stir the idea:

  • How many organizations measure the effectiveness of Quality standard certifications through a correlation with business growth?

  • How many of the operational leaders relate the term ‘Quality’ to a process measure/metric quality instead of the definition ‘conforming to customer requirements’?

  • How many operational excellence programs are effective in truly institutionalizing continuous improvement projects as against transforming an existing one posthumously?

I am sure the above would resonate with many industry leaders. These are few challenges that are not specific to the individuals or the processes or the Quality Management System but to the facets of the OpEx culture ingrained in last two decades. Let us understand few more hurdles. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.




Measuring Success

One of the most pondered aspect at Executive level is the return on investment on an OpEx program. Management reviews carry cost savings agenda typically measured in terms of hard and potential soft savings corroborating the ROI. However, the mechanisms deployed for validating the savings are replete with deficiencies leading to skewed numbers. Water tight measurement and monitoring linked to key responsible areas of middle management and finance team vetting the commercials helps reflect true ROI.




Skills & Competencies

The knowledge DNA of the OpEx personnel is not proportionally expanding with the sophistication in the standards, tools and techniques (e.g. Quality Circle -> TQMS -> Six Sigma -> Lean -> Robotic Process Automation -> Machine Learning and Artifical Intelligence). In addition, there is a gaping hole emerging between the existing capabilities and market expectations in terms of service and solution maturity.


Diligent and cautious approach needed for Digitalization


Unfortunately, this challenge is not confined to one specific industry. Hence, CI professionals should not only expand capabilities on the present-day quality concepts continuously, but also possess the domain specific insight to stay relevant to the customer ideologies. (E.g. a Lean Six Sigma Black Belt experienced working with Utility domain is seldom found inadequate to extend expertise to the Banking and Finances)

Click here to read the full Survey Report 2018/19. 





OpEx programs lose steam if proper sustenance measures are institutionalized. This includes investment in establishing an unbiased function that initially reigns in and markets the program across the organization through achieving various business results. And then stretch the coverage by creating extended bandwidth viz. the representation from delivery and functions personnel (like Hub & spoke model). If the operations accountability is not ensured, the ball stops rolling.





Leadership Commitment an aspect that is beaten to death in the Quality standards as well as OpEx programs, but very many leaders fail to understand that this does not mean just a circular / some corpus fund allocable initiative. Commitment is to be demonstrated in defining key responsibilities, reviewing the rigor, evaluating effectiveness and business growth and finally investing in industry-trending technologies.

Driving the point home - the shortcomings in the existing OpEx programs have clandestine impact on the digitalization and hence demand sustainable actions.





Changing face of Process Excellence

In the present industry, looking at the ginormous availability of data and the mind- boggling application of the big data analytics it is easy to deduce that we are on the verge of a paradigm shift. And this digital transformation journey is taking the OpEx to a next level wherein the routines are driven by space bots, machine learning and artificial intelligence. We need to blur the lines of innovation while taking giant strides in progressing the CI program on digital platform. Open do we upgrade the current industrial CI tools and techniques into the current mix of digitalization overcoming the fallacies.


Want to learn more? Download the full Report.
Diligent and cautious approach needed for Digitalization


About the Author

Srikanth Achyutuni:Undeniable Challenges while embracing CI DigitalizationSrikanth Achyutuni
Asst. Gen. Manager -Organizational Excellence, Cyient

Srikanth has more than 17 years of experience in IT and ITES / BPO industry domains working in Delivery, Quality, PMO. He is a Certified Six Sigma Master Black Belt from Indian Statistical Institute, Certified Six Sigma Black Belt, Certified from Indian Statistical Institute (ISI) on SQC, ASQ Certified Manager of Quality / Organizational Excellence and Certified Internal Auditor on ISO 9001:2008, TL9000 & 27001:2005 and eSCM-SP. Check out his LinkedIn account.

His specialities are:
 - Proficient in deploying Quality Management Systems (based on ISO 9001, TL9000, ISO 27001 and eSourcing Capability Model-eSCM)
- Process Improvements, Consultation and Compliance Audits
- Relationship Management, Knowledge Management, Baseline and Benchmarking
- Mentor Black Belts in driving Lean and Six Sigma projects
- Expertise in winning Industry Accreditations (Awards / Certifications)



The issues in this article are just one of topic areas that are going to be discussed at the Business Transformation & Operational Excellence World Summit & Industry (BTOES19). March 18-22, 2019, Loews Portofino Bay Hotel at Universal Orlando Resort®

BTOES is the industry’s biggest and best, senior-level, cross-industry gathering of Business Transformation & Operational Excellence industry leaders and senior executives.

It also hosts the Business Transformation & Operational Excellence Awards, which showcase globally the most outstanding organizational achievements through the application of Operational Excellence programs.

The summits hosts a number of private forums for C-Level & Global corporate-level leaders as well as business unit heads.

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.


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BTOES19 Awards


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 digitalization and Leadership Buy-in & Understanding. We dedicated two tracks to advanced technologies, such as AI, Machine Learning, RPA, Predictive Analytics, Blockchain, Cloud infrastructure etc.


The agenda is designed to encourage active meaningful conversations though all day enhanced networking and interaction opportunities, including

  • 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

For more information or to discuss the summit in more detail please schedule a call below,

Click here to schedule a call. 

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