--- title: Cultural Transformation and Sustenance of Operational Excellence description: "Read this article 'Cultural Transformation and Sustenance of Operational Excellence' by N A Sudhakar on the 'Research Report 2018/19 - The Global State of Operational Excellence: Critical Challenges & Future Trends'. 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[Cultural Transformation and Sustenance of Operational Excellence](https://insights.btoes.com/research-report-2018/19-cultural-transformation-and-sustenance-of-operational-excellence)   [Change Management](https://insights.btoes.com/topic/change-management) [Continuous Improvement](https://insights.btoes.com/topic/continuous-improvement) [Operational Excellence](https://insights.btoes.com/topic/operational-excellence) [Lean Six Sigma](https://insights.btoes.com/topic/lean-six-sigma) [Business Transformation](https://insights.btoes.com/topic/business-transformation) [Business Excellence](https://insights.btoes.com/topic/business-excellence) [Lean](https://insights.btoes.com/topic/lean) [Process Improvement](https://insights.btoes.com/topic/process-improvement) [Enterprise Excellence](https://insights.btoes.com/topic/enterprise-excellence) [Business Improvement](https://insights.btoes.com/topic/business-improvement) [Process Management](https://insights.btoes.com/topic/process-management) [Lean Enterprise](https://insights.btoes.com/topic/lean-enterprise) [Capability Excellence](https://insights.btoes.com/topic/capability-excellence) [Process Optimization](https://insights.btoes.com/topic/process-optimization) [Execution & Sustaining OpEx Projects](https://insights.btoes.com/topic/execution-sustaining-opex-projects) [end-to-end Business Transformation](https://insights.btoes.com/topic/end-to-end-business-transformation) [Leadership Understanding & Buy-In](https://insights.btoes.com/topic/leadership-understanding-buy-in) [Adapting to Business Trends](https://insights.btoes.com/topic/adapting-to-business-trends) [Lack of/Need for Skilled Workers](https://insights.btoes.com/topic/lack-of-need-for-skilled-workers) [Failure to Innovate](https://insights.btoes.com/topic/failure-to-innovate) [Changing & Improving Company Culture](https://insights.btoes.com/topic/changing-improving-company-culture) [New Technologies](https://insights.btoes.com/topic/new-technologies) [Maintaining key Priorities](https://insights.btoes.com/topic/maintaining-key-priorities) [Changing Customer Demands](https://insights.btoes.com/topic/changing-customer-demands) [Integrating CI Methodologies](https://insights.btoes.com/topic/integrating-ci-methodologies) [Lack of/Need for Resources](https://insights.btoes.com/topic/lack-of-need-for-resources) [Relationships Between Departments](https://insights.btoes.com/topic/relationships-between-departments) [Lack of/Need for Support from Employees](https://insights.btoes.com/topic/lack-of-need-for-support-from-employees) [Organizational Excellence](https://insights.btoes.com/topic/organizational-excellence) [Agile](https://insights.btoes.com/topic/agile) **N A Sudhakar 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.](https://insights.btoes.com/download-research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends)**   **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](https://insights.btoes.com/hs-fs/hubfs/Research%20Report%202018-19/Research%20report%20front%20cover.png?width=600&name=Research%20report%20front%20cover.png)   **Complete form to access Report now**   ## ![pillar%20page%20line%201](https://insights.btoes.com/hs-fs/hubfs/pillar%20page%20line%201.png?width=830&name=pillar%20page%20line%201.png) **Cultural Transformation and Sustenance of Operational Excellence** The key findings from the research report 2018/19 “The Global state of Operational excellence “says Operational excellence remains squarely around Changing and improving the company culture”. 53.1% of them says Sustenance of Operational Excellence is depending upon Cultural transformation. Click here to read the full **[Survey Report 2018/19](https://insights.btoes.com/research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends)[.](https://insights.btoes.com/research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends)**  I am writing down my inputs with respect to the changing and improving the company Culture with my experience for the past 29 years ever since I stepped into Shop floor working with Indian, American, German, France based companies, implementing different Manufacturing and Operational excellence system through transforming the culture in the organization, be it simple change or companywide change. I worked shoulder to shoulder with Operators, Engineers, Managers and Top Management in the journey of Cultural transformation to sustain Operational excellence. Click here to read more [Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.](https://insights.btoes.com/articles-on-the-global-state-of-operational-excellence:-critical-challenges-%26-future-trends)     ## ![pillar%20page%20line%201](https://insights.btoes.com/hs-fs/hubfs/pillar%20page%20line%201.png?width=830&name=pillar%20page%20line%201.png)   **An average or poor culture in your business will cost you...** An average or poor culture in your business will cost you the revenues, PBT and of course your esteemed customers, based on my experience my estimates say at least 25 to 35 % of employees are truly engaged in the execution of Operational excellence, that means my understanding is remaining employees in a typical organization are disengaged or not involved whole heartedly, when employees don’t like where they work ,and what they do, to whom they work, employees who are unwilling to walk the talk, unwilling to pay the attention required, refuse to face the reality indulge in temper tantrums and blaming, they are actively slow down the company performance and ineffective transformation of cultural change.   ## ![pillar%20page%20line%201](https://insights.btoes.com/hs-fs/hubfs/pillar%20page%20line%201.png?width=830&name=pillar%20page%20line%201.png)   **Culture Transformation**  Culture Transformation is always top driven, the top management has to drive and make decisions that will strongly support the change, what is being thought for better Operational Excellence. Generally, the senior leadership teams are a small group in an organization. The middle level managers play key role, you need to provide to your employees with a working environment in which they feel they are respected, most valued, given importance, will in turn make employees able to provide superior care to the process and, continual support to the customers which will in turn exceed the customer expectation and meet business objectives.   ## ![pillar%20page%20line%201](https://insights.btoes.com/hs-fs/hubfs/pillar%20page%20line%201.png?width=830&name=pillar%20page%20line%201.png)   **Culture is the collective mindset and attitude of our employees** Culture is the collective mindset and attitude of our employees, and it will impact on how much your employees will care about your customers, how much effort they will put into their work and whether how long they will stay with you, ultimately this will impact the performance and profitability of the company. So it’s pretty important when the companies see poor customer feedback, small market share, low productivity, low employee engagement or high turnover of employee. If the company had a culture problem it shows that their employees just don’t feel as good as they should be, to whom they work for or what they do, this is the clearest message that this is the time to transform your culture and understand your employee values, beliefs, behavior, how effective he is meeting the objectives, what is his focus on operational excellence.  **Want to learn more? Download the full Report.** [![Cultural Transformation and Sustenance of Operational Excellence](https://insights.btoes.com/hs-fs/hubfs/Research%20Report%202018-19/CTA%20SURVEY%20long%202.png?width=538&name=CTA%20SURVEY%20long%202.png)](https://insights.btoes.com/download-research-report-2018/19-the-global-state-of-operational-excellence-critical-challenges-future-trends) ## ![pillar%20page%20line%201](https://insights.btoes.com/hs-fs/hubfs/pillar%20page%20line%201.png?width=830&name=pillar%20page%20line%201.png) **About the Author**  **![Sudhakar N A:Cultural Transformation and Sustenance of Operational Excellence](https://insights.btoes.com/hs-fs/hubfs/Research%20Report%202018-19/Sudhakar%20N%20A.jpg?width=202&name=Sudhakar%20N%20A.jpg)** **N A Sudhakar** **COO, MANGAL INDUSTRIES LIMITED** *A Global Business Leader with rich experience across various functions in the manufacturing industry, including 10 years in Senior Management. Significant Exposure and experience in Automotive component industry, Bi cycle manufacturing, Machine manufacturing and Material handling equipments, also good exposure to Stamping, CNC Machine shop, Weld shop and Machine building. Check out his **[LinkedIn](https://www.linkedin.com/in/n-a-sudhakar-sudhakar-64b94b28/)** page.* *Rich experience in handling the multiple business units, employee strength of over 1500 plus and accountable for Profitability of the units, Preparing and driving the Financial Budgets in line with the strategic planning. Responsible for the Top line and Bottom line of the Organization by Optimal utilization of the resources.*  *Have led and executed engagements with key global stake-holders including customers, suppliers and other technology partners across USA, Canada, Germany, Romania, Austria, Netherlands and Czech Rep. Having good experience in Planning, Executing and Spearheading Operations Management involving Engineering, New Product development, Administration, Resource Planning with and inclination to adopting new methodologies in compliance with Quality requirements. Good exposure to green field projects* *An effective Team Player with ability to attract, retain and manage Talent to achieve organizational goals and transformational strategies for Factory Operations.* ## ![pillar%20page%20line%201](https://insights.btoes.com/hs-fs/hubfs/pillar%20page%20line%201.png?width=830&name=pillar%20page%20line%201.png) ## **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**](http://btoes.com/) **(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**](http://btoes.com/about-the-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](http://opexpf.com/) 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](http://btoes.com/speakers) [Agenda](https://t.sidekickopen10.com/s1t/c/5/f18dQhb0S7lC8dDMPbW2n0x6l2B9nMJW7t5XZs653lLdW2zht3s3LP-NWW2zhqcR56dBWjf2R9rYC02?t=http%3A%2F%2Fbtoes.com%2Fagenda&si=5539428416225280&pi=b768a3d4-552b-4535-e2c4-3c00510f9d57) [BTOES19 Awards](https://t.sidekickopen10.com/s1t/c/5/f18dQhb0S7lC8dDMPbW2n0x6l2B9nMJW7t5XZs653lLdW2zht3s3LP-NWW2zhqcR56dBWjf2R9rYC02?t=http%3A%2F%2Fbtoes.com%2Fabout-the-awards&si=5539428416225280&pi=b768a3d4-552b-4535-e2c4-3c00510f9d57)   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](http://techx.live/) and Leadership Buy-in & Understanding. 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