Heather Eusebio has written an article on her 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?
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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Operational Excellence is not a “buzz word”
As business process owners, we are much like the resourceful television character MacGyver in operations. We find new ways to use tools and people, not just to be lean, but also to be innovative and to progressively transform our relevant processes and relationships. We push boundaries. This is how we produce the Operational Excellence attitude. Click here to read the full Survey Report 2018/19.
What is Operational Excellence?
Operational Excellence is not a “buzz word” that will be gone in 18 months. The best companies embrace this as a major leading edge, utilizing the tools and tenets of Operational Excellence to build incredible enterprise efficiency.
But what does this mean to you?
You’re a Director, a Senior Manager or even an Executive. You may or may not have an enterprise Operational Excellence strategy. You (hopefully) have a corporate long term growth strategy, but what does it mean to bring Operational Excellence to your team?
Apart from your company being customer centric, the biggest impact you can have in your team, department or division is to make sure your frontline managers and employees know the cost and impact of their actions.
Does what you do make money, save money or save time? After your customer's satisfaction, these should be the biggest questions your team members think about. Improving the financial acumen of those team members in operations is your number one way to see immediate results.
So how do you move the needle on getting your team to be more financially savvy?
You want them to be innovative and creative without having a negative effect on the customer experience. Here are three ways you can immediately see improvements in your team:
1. Every manager should know the cost of their team.
a. How much is the hourly rate of the team?
b. How does the manager keep this in mind when assigning work, conducting team meetings or having one on ones? How does the manager track where time is spent by the team and show where the cost of his team supports the revenue of the business?
c. How does the manager use this knowledge to make better decisions on where her team is spending their time?
If you don’t know the answers to these questions, get your managers in inexpensive financial team management classes. Read a financial acumen book with them and set a strategy map of financial expectations to the corporate bottom line.
2. Every manager should know the cost of their team’s business when broken down into common events.
a. How much does order management cost? How much does building the forecast plan cost? How much does running the report cost?
b. Are there different ways to make this work smarter not harder? How else can there be time saved or information used to make smarter decisions?
If you and your managers are not tracking to these events, what are the events within your organization which your team supports and how much do they cost? Do they bring value to the revenue that is recognized that quarter? Connect the dots with your managers and teams to assess the value they bring, even if they are a cost center. Build this map, monthly, quarterly and annually, and align with your managers regularly.
3. Every individual contributor should know the cost of their work event and what they contribute to the bottom line.
a. How much they cost individually per hour? Are they able to find new and different ways to get the work done?
b. What was the result building a better process for order intake or supply management? What was time was saved that supported the seasonal order book? What is the ROI on the project your individual contributor participated?
c. Equally, what revenue did your individual contributor bring in or support other teams to bring in?
Ensure your individual contributors know what financial cost or revenue they are working on. Create a "win wall" or another form or recognition on what your team is contributing. Show how it is associated it to the financial goals of the enterprise. If your individual contributors are able to speak effortlessly to these figures, you have just fired up the financial acumen of your team and consequently their enterprise knowledge.
Knowing this information will not only make your managers and individual contributors smarter, it will build team awareness that improves efficiency. It will become a tool of inspiration and change as your front line employees understand not just their value, but how they bring value to others. Over time, other departments will want to emulate your success and you will eventually have a global team of talent who understands the enormity of the value they bring to the enterprise and the world.
Okay, maybe that last part was a bit ambitious, but Operational Excellence will become an undeniable force with your team. They will be more motivated, more excited and more driven to find innovative ways of doing business. This is at the heart of Operational Excellence and mirrors what MacGyver said, “Maybe it's about time I expanded the realm of possibilities around here.”
About the Author
Cross Functional Business Process Owner - Life of the Order & Customer Engagement, Columbia Sportswear
Heather is a process improvement leader. She manages the programs and processes that strengthen talent in supply chain implementation. She practice s Nemawashi.
Nemawashi is the Japanese expression for the process of informally laying the foundation for new project implementation, business growth, and organizational change. It is a strategic communication process that, when done with attention to individual dignity and self-worth, facilitates team cohesiveness, process ownership, and winning final solutions.
In her experience working in the executive space and throughout the global business process model, Nemawashi is essential to the development and nurturing to high-performance teams. When her Japanese colleagues introduced her to this term to describe her work style as a Process Owner, she could not have been more flattered. It describes her approach perfectly.
Her fascination with human connection informs the way she leads and ensures excellence. By understanding the interplay among project needs, team synergy, and individual strengths and potential, she is able to recognize and remove roadblocks and draw out excellence in others. Once she communicates the project end vision to her team, she trusts them to exercise their unique expertise to meet that vision. Such trust takes courage and risk, but builds great teams and talents as it engenders enthusiastic support for a successful outcome. Check out her LinkedIn profile.
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.
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,
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