Steven Hoisington
December 09, 2018

The Mainstay of Operational Excellence for Cultural Transformation

Steven Hoisington 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?

  • 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.


Research report front cover


Complete form to access Report now




The Mainstay of Operational Excellence for Cultural Transformation

Continuous Improvement culture

Data from the 2018 BTOES Global State of Operational Excellence survey suggests that cultural transformation is the biggest challenge (and opportunity) that organizations face, regardless of industry, sector, size, or geography.  And the end-to-end, wholistic approach that principles of Operational Excellence provide is required for organizational improvement that is key for cultural transformation instead of attempting to sub-optimize certain areas or a few processes of the organization. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.


In this case, the sum of the parts is less than the whole.  Therefore, the organization needs to develop Operational Excellence leaders that are skilled in organization-wide change management and cultural changing mindsets.  Project Managers, Continuous Improvement specialists, Operational Excellence experts, Six Sigma Black Belts, LEAN masters, and other traditional Continuous Improvement facilitators and leaders of the organization need to adjust, learn, and adopt new performance improvement and change management tools and techniques.  Not Continuous Improvement tools, leaders, and goals, but a Continuous Improvement culture.  Not performance sustainability, but constantly getting better – and better than the competition – globally.  Operational Excellence leaders need to transform to a mindset of performance excellence and leadership. 




Understanding and exceeding customer requirements

Operational Excellence has been the mainstay for performance excellence, industry leadership, and cultural transformation.  With Operational Excellence as the foundation, the organization needs to understand that a culture that embraces a customer-focused environment, that is, knowing and understanding customer requirements and expectations, developing key processes to deliver on these requirements, finding key metrics to monitor process performance ultimately leading to customer delight, and constantly validating progress against what is important to customers is what is required. 


Cultural transformation through constant high impact improvements and innovation – constantly evolving to address ever-changing customer requirements.   An organization whose culture, processes, metrics, personnel, incentives, rewards, compensation, etc. are all focused on understanding and exceeding customer requirements will be the global leaders of tomorrow.  The next Amazon.  The next Apple.  The next Google.  The next Toyota.  Becoming the best healthcare, or service, or education, or manufacturing, or not-for-profit organization in the world known for exceeding customer requirements and expectations.




Therefore, Operational Excellence as a wholistic approach to organization improvement will remain the foundation for cultural transformation and address key business challenges also identified by the survey of acquiring or developing skill talent, changing technologies, and evolving customer requirements and expectations.  Operational Excellence leaders will understand how to change the culture of the organization:  Developing and presenting the future state and vision, a wholistic and end-to-end solution, leadership support and buy-in, employee acceptance and buy-in, overcoming resistance and obstacles, engaging all processes and parts of the organization, tweaking and adjusting, evolving through small wins along the way, and the duration of the journey.  All these are presented as challenges or concerns by the survey participants.  Principles of Operational Excellence will remain the foundation for organizational excellence.   And the future role of Operational Excellence leaders has never been so important.   

Click here to read the full Survey Report 2018/19


Want to learn more? Download the full Report.
Research Report : The Mainstay of Operational Excellence for Cultural Transformation

About the Author

Steven Hoisington:Research Report : The Mainstay of Operational Excellence for Cultural TransformationSteven Hoisington

Mr. Hoisington is a retired vice president of quality and safety at Flowserve, Inc., in Irving, Texas, a worldwide organization that provides engineering, project management, products, and service expertise for the challenges of fluid motion control. A recognized senior level executive for many years, he was the president of Electro-Motive Diesels Locomotive Company (EMDLC) in Pretoria, South Africa, vice president of India operations at EMD Locomotive Technologies Pty. Ltd. in Delhi, India, vice president of quality and reliability at Electro- Motive Diesels, Inc. in LaGrange, Illinois, senior vice president of operations for Exel, Inc.. in Bracknell, United Kingdom, and vice president of quality for Johnson Controls, Inc. in Milwaukee, WI prior to joining Flowserve in 2012. Entering the field in 1981, Mr. Hoisington was hired by IBM as an engineer and progressed his career up to director of quality and customer satisfaction over the next 20 years. Check out his LinkedIn page.

One of the highpoints of Mr. Hoisington’s career was earning the opportunity to travel or live all over the world for his work. His career also enabled him to acquire several patents. Furthermore, Mr. Hoisington co-authored two books over the years, including “Customer Centered Six Sigma: Linking Customers, Process Improvement, and Financial Results” in 2001 and “Implementing Strategic Change: Tools to Transform an Organization” in 2006. He also published several articles over the years including “Becoming a Baldrige Examiner” in 2001, “The Loyalty Elephant” in 2003, “Six Sigma in Real Estate Business” in 2004, “Learn to Talk Money: The Economic Case for Quality” in 2005, as well as numerous other articles in scholarly journals.

Currently serving on the board of directors for the University of Wisconsin-Stout since 2015, Mr. Hoisington is also the past chairman of the board of directors of the Wisconsin Forward Award and a past board member of the Minnesota Council for Quality. He chaired the Juran Medal committee for the American Society for Quality (ASQ) as well as served on the ASQ Medal committee. He served as an examiner and senior examiner for the Malcolm Baldrige National Quality Award for the National Institute of Science and Technology from 1993 to 2011. Furthermore, Mr. Hoisington is a former appointed judge of the Malcolm Baldrige National Quality Award.

Proud to have served his country, Mr. Hoisington retired as a sergeant first class from the U.S. Army and the U.S. Army Reserves after more than 24 years. He holds an Associate of Arts degree in mechanical engineering technology from Rochester Community College, a Bachelor of Science degree in industrial engineering from the University of Wisconsin-Stout, and a Master of Business Administration degree from Winona State University. Additionally, Mr. Hoisington is a certified mechanical engineer technologist, a certified Project Manager, a certified Quality Manager, and is a certified six sigma black belt.

Finally, Mr. Hoisington is a member of the Institute of Industrial Engineers, a senior member of the American Society for Quality, a life member of the American Legion, and a life member of the Veterans of Foreign Wars. He has been cited in close to 40 editions of Who’s Who, including Who’s Who in America, Who’s Who in Science and Engineering, Who’s Who in Finance and Business, and Who’s Who in the World. Mr. Hoisington is the proud father of one son, Lenny.

In recognition of outstanding contributions to his profession and the Marquis Who’s Who community, Steven H. Hoisington has been featured on the Albert Nelson Marquis Lifetime Achievement website. Please visit for more information about this honor.



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.


Quick Links



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. 

Download the most comprehensive OpEx Resport in the Industry

The Largest Leadership-Level Business Transformation & Operational Excellence Event

The Business Transformation & Operational Excellence Industry Awards

Welcome to BTOES Insights, the content portal for Business Transformation & Operational Excellence opinions, reports & news.



Full-length speaking sessions from the Business Transformation & Operational Excellence World Summit, accompanied by featured articles from the Speakers themselves.



Submit an Article

Become a Regular Contributor

Access all 75 Award Finalist Entires
AWARD 2019-1
Copy of Copy of btoes19
Subscribe to Business Transformation & Operational Excellence Insights Now
Copy of Copy of btoes19 (1)

Featured Content

  • Best Achievement of Operational Excellence in Technology & Communications: IBM
  • Best Achievement of Operational Excellence in Oil & Gas, Power & Utilities: Black & Veatch
  • Best Achievement in Cultural Transformation to deliver a high performing Operational Excellence culture: NextEra Energy
Operational Excellence Frameworks and Learning Resources, Customer Experience, Digital Transformation and more introductions
  • Intelligent BPM Systems: Impact & Opportunity
  • Surviving_the_IT_Talent_deficit.png
  • Six Sigma's Best Kept Secret: Motorola & The Malcolm Baldrige Awards
  • The Value-Switch for Digitalization Initiatives: Business Process Management
  • Process of Process Management: Strategy Execution in a Digital World

Popular Tags

Operational Excellence Business Transformation Business Improvement Process Management Continuous Improvement Business Excellence process excellence Process Optimization Process Improvement Leadership Enterprise Excellence Change Management Lean Premium Organizational Excellence Lean Enterprise Lean Six Sigma Execution Excellence Capability Excellence New Technologies Changing & Improving Company Culture end-to-end Business Transformation Agile Execution & Sustaining OpEx Projects Lack of/Need for Resources Leadership Understanding & Buy-In Adapting to Business Trends Changing Customer Demands Failure to Innovate Integrating CI Methodologies Lack of/Need for Skilled Workers Lack of/Need for Support from Employees Maintaining key Priorities Relationships Between Departments BTOES18 Culture Transformation Digital Transformation Healthcare and Medical Devices Culture Customer Experience Exclusive Process Automation BTOES Video Presentations Technology BTOES HEALTH Strategy Execution Innovation Report Manufacturing BPM Lean Manufacturing Healthcare Agility Systems Engineering Process Design value creation Insurance data management Robotic Process Automation digital operations innovation execution Awards BTOES Presentation Slides thought leaders Customer Experience Excellence Banking and Capital Markets Professional Services Data Analytics Artificial Intelligence White Paper investment banking BTOES19 Consumer Products & Retail Digital Operational Excellence Model Project Management Automotive and Transportation Primary Measure of succes business expansion revenue growth Interview Learning organization Operational Excellence Example business process automation transformation journey Lean Culture NPS Net Promoter Score Six Sigma Data Frameworks Hoshin Planning Pharmaceuticals & Life Sciences Supply Chain Management Workplace Analytics BTOES17 Business Growth Client Feedback Strategy Communication Denial Management Education HealthcareTechnologies Hospitality & Construction Human Centered Design Innovation in Healthcare Integrated Decision Approach Integrated Decision Making Kaizen Oil and Gas Pharmaceuticals and Life Sciences Telecommunications Text Mining eHealth master text analytics virtual resource management Announcement BTOES18 Award Winners BTOES18 Awards Communications Employee Engagement Infographic Jidoka Learning Resource Oil & Gas Recruitment Team The FAST lane