Vijay Bajaj
By
May 24, 2019

Vijay Bajaj, Founder & CEO, BTOES. Opening Keynote on Critical Challenges within Operational Excellence

 

 
  
BTOES 2019 is a conference that represents the shifting landscape of Operational Excellence & End-to-End Business Transformation. A landscape incorporating the numerous transformation drivers such as a focus on customer delight, a more competitive environment, and the impact of advanced technologies along the whole value chain.
 
But let's not forget one thing, in our Operational Excellence world, regardless of digitalization and advanced technologies, it is not the machines doing the work, nor the processes doing the work, but the people doing the work.
 
It is we who make the different processes and parts work well together.
 
Recently we produced a research report and I want to share some of the results with you.
 
The key challenge facing Operational Excellence programs remains squarely around changing and improving the company culture, with 53.1% citing it as their top critical challenge. 
 
This makes sense as cultural transformation, changing mindsets and behaviours, is the hardest thing to do, and consequently it is the greatest progress limiter. 
 
As executives it is our biggest challenge, it is where we need to focus our time, but yet we don’t, we focus on processes and tools because it’s more predictable, functional and controllable.
 
Instead, we need to double our efforts and invest and focus energy on our people, as only they can tell us where to fix, simplify, and streamline the processes.
 
This is the key to making deep-rooted process changes required to take advantage of digitization, automation and advanced technologies. Results are the output of a company, and culture is the major input and the key driver to an enterprise-wide Operational Excellence deployment program
 
But as we all know, it all starts with good leadership. 23.2% of respondents cited leadership buy-in and understanding as their top critical challenge. The absence of leadership buy-in is considered a major cause for failure in operational excellence programs. Having a strong Global Leader at the corporate-level who is banging the drum for the VP and Directors in the business and functional units is critical to ensuring the resources are in place to execute sustainable Operational Excellence projects
 
Everyone here who has faced this knows that without buy-in there will be no role models, little budget or resources and no commitment to a long-term program.
 
Operational excellence needs to be viewed as a critical strategic weapon by the executive leadership teams. It needs this level of buy-in and understanding for any organization to truly strive for and deliver end-to-end business transformation and sustainable adoption in normal business activities.
 
Driving an end-to-end Business Transformation program came in 3rd as the biggest challenge for 30.7% of respondents, which if you take a moment to think about it makes complete sense. If process re-engineering is not end-to-end, it will always be sub-optimal. Disparate continuous improvement efforts do not provide meaningful impact. The key is to bring together all relevant functions across the organization and maximise collaboration, and design systems to achieve flow between the relevant departments across the functional value stream.
 
The 4th biggest challenge for respondents was the willingness to embrace new technologies, a challenge for 28.5% of respondents.
 
I know what I am going to say now may be unpopular, but part of the solution is for organizations to evaluate current employees for digital knowledge and a more flexible, rapid decision-making, agile mindset. Operational Excellence project professionals need to be ready, and happy to embrace new advanced digital technologies and work with or are themselves software designers, agile scrum masters, robotic process automation specialists, or machine-learning engineers.
 
 
 
 
But what is this all for.
 
Ladies and gentlemen, we are in the age of Customer Delight.
 
Businesses need to ensure all their policies and procedures are focused on a seamless customer experience, reviewing their whole organization including their traditional sales and marketing departments to ensure they are re-engineered to focus on delight. 
 
Before your product had to be 10 times better than the competition, now it is your customer experience that has to be 10 times lighter than the competition.
 
As one respondent put it “Thanks to companies such as Amazon and Apple, customers now expect every organization to deliver products and services as swiftly, with the same seamless user experience”
 
Operational excellence professionals need to focus on redesigning a low-friction customer experience, where there are minimal handoffs between people and departments. Customer delight, fuels word of mouth, in particular with the amplification of social media, today it is where the biggest ROI will be generated.
   
 

Want to learn more? Download the full Report.
CTA SURVEY long 2

pillar%20page%20line%201

About the Author

Vijay BajajVijay Bajaj, Founder and CEO of BTOES has founded, built and sold two successful market-leading businesses. The first in London, UK in the office equipment distribution sector, which he launched in 1991 and sold to Ingram Micro in 1999, after which he took a year off and traveled around India with his wife. The second headquartered out of Chicago, IL, in the large-scale commercial B2B conference sector, which was launched in 2001 and sold in 2012.

In 2012 he retired to spend time with family and focus on meditation.

In 2015 he was looking for the next challenge and founded and is currently CEO of the Business Transformation & Operational Excellence World Summit & Industry Awards (BTOES), which has become the largest senior-level cross-industry event within the sector, BTOES.com, and BTOESInsights.com a professional online content platform for senior-level executives involved in continuous improvement, which has grown to over 188,000 subscribers.

He is also an angel investor, mentor, and board advisor.

Vijay lives in Stanmore, Middlesex, UK, with his wife Reshma, son Armaan, and labrador Archie.


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 Business Excellence Process Management Continuous Improvement Process Optimization process excellence Leadership Process Improvement Premium Execution Excellence Enterprise Excellence Change Management Lean Lean Enterprise Organizational Excellence Lean Six Sigma BTOES18 Culture Transformation Capability Excellence Changing & Improving Company Culture New Technologies end-to-end Business Transformation Execution & Sustaining OpEx Projects Agile Digital Transformation Leadership Understanding & Buy-In Healthcare and Medical Devices Lack of/Need for Resources 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 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 Data Analytics Professional Services innovation execution 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 Data Frameworks Learning organization Pharmaceuticals & Life Sciences Primary Measure of succes Six Sigma Workplace Analytics investment banking transformation journey BTOES17 Business Growth Communication Denial Management HealthcareTechnologies Hoshin Planning 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 business process automation eHealth text analytics Announcement BTOES18 Award Winners BTOES18 Awards Client Feedback Strategy Communications Education Infographic Jidoka Learning Resource Oil & Gas Recruitment Supply Chain Management Team The FAST lane master virtual resource management