Kasper Uhd Jepsen
By
July 04, 2019

Three execution design rules to succeed


Kasper Uhd Jepsen 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.

 

Research report front cover

 

Complete form to access Report now

 

pillar%20page%20line%201

Three execution design rules to succeed

According to the recent report “Global State of Operational Excellence, page 18”, top three challenges in execution are;

  1. Change and improve Culture

  2. Sustain execution

  3. Need for end-to-end (E2E) focus

 

It is a paradox, since all these challenges should be core components of your execution design. As you know, it is always about the execution - of course with a clear vision and understanding of your customer journey as a starting point. Life has also shown us, that you should have an agile mindset, where you aim for a minimum viable product (MVP) within 3-6 months. Click here to read the full Survey Report 2018/19. 


What does “challenge based execution design mean”? It means that you lay out your execution to build upon the challenges instead of trying to solve or mitigate them afterwards. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.

  

pillar%20page%20line%201

 

Challenge 1: Change and improve Culture

Culture can only be changed by changing values and behaviour. To foster an improvement culture, people need a positive experience of improving, e.g. a process or IT system. In order to do that they need to experience it themselves. You cannot feel change through a nice article on the intranet or a success story, which lead us to the first rule…

 Three execution design rules to succeed

Rule #1: Ensure that those who need to change are part of formulating and executing the change

Of course, you also need to deal with your executive sponsors to support the change of the culture. They are becoming increasingly short term minded so you need to construct your change so pilot go-live is within 3-6 month. That will reduce risk and validate direction.

 

pillar%20page%20line%201

 

Challenge 2: Sustain execution

In my opinion, that is the hardest part, since many companies think it is great to rotate leadership every 12-18 months.

 

It is probably the greatest challenge of execution. We know from agile that if you set a new team you often start all over. The loss of knowledge is a growing challenge as research tells us that tacit knowledge is becoming increasingly important to win. There are two ways to mitigate this issue.

 

Firstly, as part of executing you should evaluate leadership’s willingness to change in the beginning and replace them if needed. 

 

Secondly, you should commit core change team for at least 24 months. Finally, you should have a fast go-live as mentioned above, despite the fact that major changes take time.

 

Rule#2: Replace leadership if needed at the beginning and commit your core team for at least 24 months 

 

pillar%20page%20line%201

 

Challenge 3: Need for end-to-end (E2E) focus

Most companies are organized (HR reports wise) in functional silos and not according to customer journeys or value chains. That makes sense from an efficiency view, but not from an effectiveness perspective. The biggest part of improvement potential lies in the E2E process and/or customer journey. 

 

This E2E challenge should be mitigated in two ways. First, through the right overall E2E governance. There are multiple models here. In my current company of Danske Bank, we have implemented a process governance for key value chains. In this setup, the customer responsible, delivery responsible and IT responsible, align strategy and targets for harvesting E2E potential. This governance is replicated down to employee level so it covers E2E continuous improvements as well. The framework provides a strong counterbalance to the financial targets, which are given in the functional silos.

 

If you do not have the luxury of such a governance, the next best thing is to commit leaders in the value chain yourselves. Most leaders understand the importance of collaboration across functional silos.

 

The second way to mitigate the E2E challenge is to deploy leaders and employees from the whole value chain to the core change team. You should do it even though their productivity within project work skills might be lower than professional operational excellence consultants. You will get the investment back tenfold when you have to implement and sustain change. This leads to the third rule…

 

Rule#3: Build E2E governance. Deploy leaders and employees from the full value chain to your core change team. 

 

Thank you for listening and please be aware that the rules above are only based on 17 years of experience within operational excellence and strategy execution. Despite many rules, there can never be a one-size fit all when you execute. If your followers understand this, you will have a very powerful tribe. 

 

Good luck in your execution, and please reach out, if you want to share thoughts or learning. 

 

Want to learn more? Download the full Report.
Three execution design rules to succeed

pillar%20page%20line%201

About the Author 

Kasper Uhd Jepsen: Three execution design rules to succeedKasper Uhd Jepsen

Head of Strategy Execution, Transaction Banking and Investor Services, Danske Bank

Kasper has 17 years’ experience in leading business optimization and transformation. He is an experienced people developer with the ability to recruit, develop and grow talent.

He has deep experience within customer value and requirements identification, agile, performance management, process optimization, organisational design and behaviour transformation. Check out his LinkedIn page.

pillar%20page%20line%201

BTOES.com

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

Speakers

Agenda

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.

------------------------------ 

EXCLUSIVE SERIES: BTOES17 VIDEO PRESENTATIONS

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

WATCH NOW

-------------------------------

Submit an Article

Become a Regular Contributor

504x672
AWARD 2019-1
Copy of Copy of btoes19
Subscribe to Business Transformation & Operational Excellence Insights Now
btoes19.png
png
certificate
png
btoes19healthcare
png
3-30
png
Copy of Copy of btoes19 (1)
png

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 Business Excellence Continuous Improvement Process Optimization process excellence Process Improvement Leadership Premium Change Management Enterprise Excellence Lean Execution Excellence Lean Enterprise Organizational Excellence Lean Six Sigma BTOES18 Capability Excellence Culture Transformation Changing & Improving Company Culture New Technologies end-to-end Business Transformation Execution & Sustaining OpEx Projects Agile 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 Digital Transformation Healthcare and Medical Devices Culture Customer Experience Exclusive BTOES HEALTH BTOES Video Presentations Technology Innovation Strategy Execution Process Automation Report Manufacturing BPM Lean Manufacturing Agility Systems Engineering Process Design Awards Healthcare BTOES Presentation Slides thought leaders Insurance Robotic Process Automation value creation Customer Experience Excellence innovation execution Data Analytics Professional Services Banking and Capital Markets data management White Paper digital operations BTOES19 Consumer Products & Retail Operational Excellence Model Project Management Artificial Intelligence Automotive and Transportation business expansion revenue growth Digital Interview Operational Excellence Example Lean Culture NPS Net Promoter Score Six Sigma Data Frameworks Hoshin Planning Learning organization Pharmaceuticals & Life Sciences Primary Measure of succes Workplace Analytics business process automation investment banking transformation journey 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 Infographic Jidoka Learning Resource Oil & Gas Recruitment Supply Chain Management Team The FAST lane