Pranay Butala
December 14, 2018

So, how do we grow OE in light of change drivers?

Pranay Butala 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



So, how do we grow OE in light of change drivers?

The traditional OE methods are no longer valid.  The days of using only a singular project based approach on leveraging OE methodologies for process improvement are gone at the way-side, in favor of a better, quicker, and more integrated holistic approach.  And this to be expected, considering how silos between departments are quickly breaking down, how companies are leaning towards the agile approach to have a Minimally Viable Product (MVP) out the door, and how skills across the board are expanding from simply training to effectively leveraging trainings. Click here to read the full Survey Report 2018/19.   




So, how do we grow OE in light of these change drivers?


Graph 1: OE Evolutionary Curve

Research Report: So, how do we grow OE in light of change drivers?


Let’s take a step back…Graph 1 depicts what I believe OE strives to drive strategically.   We need to take our company from a basic concept of OE to the top end of the evolutionary curve where we’re using OE as a competitive advantage.  In light of the current environment of quicker, more agile, and more integrated approaches, I believe we need to maintain this mantra on graph 1, and ascertain how we take and amend utilization, approach, and reach as we go up the evolutionary curve at each level. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.




How do we go from Level 1 to 2?

Let’s take the first state, Level 1, for example.  How do we go from Level 1 to 2? This goes beyond the once and done trainings to now a more cultural change.   Can we work with HR to promote OE as a skill one must have in career growth? For example, to go from a line employee to a team leader in Operations, one skillset must be LSS GB (or LSS BB). Should this be part of the HR matrix in career ladder growth within a function?  Also, can we work with senior business leaders to have an OE goal in their departments ( this is usually easily done…cost reductions, customer satisfaction improvements, etc), and then identify personnel in their departments that would use OE to help drive those goals?


Research Report: So, how do we grow OE in light of change drivers? 



How do we go from Level 2 to 3?

Naturally, at this point, we transition from Level 2 to Level 3.   This now goes outside just training colleagues on Lean Sigma, which is for all practical purposes, just Level 1, and setting OE goals, which is just level 2.  Now, what if we work with senior leadership in each department to understand their metrics, and then trickle those down to the level of each colleague taking LSS trainings, where he/she would need to have those trickled-down metrics as part of their performance goals, and demonstrate leveraging OE to achieve it?  Can we then have him/her provide evidence on a regular basis, maybe quarterly, which showcases how they’re effectively using OE to help drive those metrics bottom up?


Case and point: if a call center’s goal is to reduce costs, can that be trickled down to a metric like abandon rates (which are the number of calls not picked up, or dropped)? Then the colleagues in that call center that have taken LSS training need to have as part of their performance goal a metric tied to that abandon rate.  He/she would need to demonstrate regularly what was done to reduce that number. How did he/she change a process, or find efficiencies, to help drive that goal? Can we then take that reduction in abandon rates, and tie it back to cost reduction? What we’ve done now is to effectively have colleagues take LSS and use it for their day-to-day work, all the while tying their outputs back to a department goal. Another example---going to the concept of MVP earlier:


Research Report: So, how do we grow OE in light of change drivers?


An example would be the LSS trained colleagues in the Product department.  Can they use OE to help do VoC for each MVP, or a customer journey map, that helps quickly gather inputs, drive those functional requirements, and place out a product iteration quickly?   The tools and techniques they’ve learned as LSS trained colleagues can be now leveraged for a more dynamic environment, where the concepts of VoC are used at the front end of product development.  




How do we go from Level 3 to 4?

Let’s now move to Level 4.  These are transformative changes that drastically move the needle for the company.  How do we leverage OE in these instances? For example: if our product is designed to be sold through intermediaries, for example mutual funds through RIAs (registered investment advisors) or insurance through brokers, what if we decide to sell also directly to individuals?  Can OE help? A value stream map would quickly point out that there’s a gap in capabilities which we need to fill by either updating our technology user interfaces to make it easier to navigate, or that we need to change our sales approach by adding a marketing channel upfront that targets a B2C approach.  




Go beyond Operational Excellence

In summary, business is now changing, and as OE professionals, we need to work with other departments and senior  leaders to go beyond OE just in a project to a more flexible approach that can be used across the board, taking us through an evolutionary journey.  




Want to learn more? Download the full Report.
Research Report: So, how do we grow OE in light of change drivers?


About the Author

Pranay Butala: Research Report: So, how do we grow OE in light of change drivers?Pranay Butala

Vice President, Strategy & Operations Transformation

Pranay is a proven strategic and results focused senior business leader. He has an outstanding reputation for driving growth, reducing costs, leading change, and customer retention. Experiences have been with top tier consulting firms (Deloitte, IBM, Accenture) and Fortune 500 companies (Pfizer, Sanofi, AstraZeneca, Guardian Life). 

His Specialties are End-to-end operational model development and execution, Customer experience optimization, ROI optimization, Multi-channel marketing, Commercial Operations , Digital technology strategy and execution, Lean Sigma. Check out his LinkedIn page.

Industries: Pharma / Life Sciences / Health Care, Insurance, Strategic Consulting (C-level)


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.  

The Business Transformation & Operational Excellence Industry Awards

The Largest Leadership-Level Business Transformation & Operational Excellence Event



Proqis Digital Virtual Conference Series

View our schedule of industry leading free to attend virtual conferences. Each a premier gathering of industry thought leaders and experts sharing key solutions to current challenges.

Download the most comprehensive OpEx Resport in the Industry

The Business Transformation & Operational Excellence Industry Awards Video Presentation

Proqis Events Schedule

Proqis Digital

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
Subscribe to Business Transformation & Operational Excellence Insights Now
ATTENDEE - Proqis Digital Event Graphics-2
ATTENDEE - Proqis Digital Event Graphics (2)-1
ATTENDEE - Proqis Digital Event Graphics (1)-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

Speaker Presentation Operational Excellence Business Transformation Business Improvement Insights Article Continuous Improvement Process Management Business Excellence process excellence Process Optimization Process Improvement Award Finalist Case Study Digital Transformation Leadership Change Management Lean Enterprise Excellence Premium Organizational Excellence Lean Enterprise Lean Six Sigma Execution Excellence Capability Excellence Enterprise Architecture New Technologies Changing & Improving Company Culture Agile end-to-end Business Transformation Execution & Sustaining OpEx Projects Culture Transformation Leadership Understanding & Buy-In 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 BTOES18 RPA & Intelligent Automation Live Process Mining BTOES From Home Cultural Transformation Financial Services Customer Experience Excellence Process Automation Technology Healthcare iBPM Healthcare and Medical Devices Webinar Culture Customer Experience Innovation BTOES Video Presentations Exclusive BTOES HEALTH Strategy Execution Business Challenges Digital Process Automation Report Industry Digital Workplace Transformation Manufacturing Supply Chain Planning Robotic Process Automation (RPA) BPM Automation IT Infrastructure & Cloud Strategies Artificial Intelligence Business Process Management innovation execution AI Lean Manufacturing Oil & Gas Robotic Process Automation IT value creation Agility Business Speaker Article Systems Engineering RPAs Insurance Process Design Digital Speaker's Interview data management Intelligent Automation digital operations Six Sigma Awards thought leaders BTOES Presentation Slides Transformation Cloud Machine Learning Data Analytics Digital Transformation Workplace Banking and Capital Markets Data Finance Professional Services Education IT Infrastructure IT Infrastructure & Cloud Strategies Live Blockchain Interview Solving Cash Flow with AI BTOES White Paper investment banking Analytics Insight BTOES19 Consumer Products & Retail Enterprise Agile Planning Government Operational Excellence Model Project Management Algorithm Automotive and Transportation Banking Business Environment Digital Bank Enterprise architecture as an enabler Hybrid Work Model Primary Measure of succes Relationship Management Sales business expansion revenue growth Adobe Sign Agile Transformation CoE Delivery solution E-Signatures Electricity Global Technology HealthcareTechnologies Innovation in Healthcare Reduce your RPA TCO Transportation Accounts Receivable (AR) Big Data Technology CORE Cloud Technology Cognitive learning Days Sales Outstanding (DSO) Logistics Services Operational Excellence Example Risk Management business process automation transformation journey Covid-19 Data Entry Digital Experience Digital Network Digital Network Assistant (DNA) Digitization Drinks Effective Change Leaders HR Internet Media NPS Net Promoter Score Program Management Portal (PgMP) Sustainability TechXLive The Document is Dead The New Era of Automation Automated Money Movement Banking & Financial Services Biopharmaceutical Blue Room Effect Building Your Future Workforce in Insurance Business Process Governance Capital Market Creative Passion Digital Transformation Workplace Live Digital Workforce Digitalization ERP Transformation Finance Global Operations (FGO) Financial Services Software Frameworks Hoshin Planning Human Capital Lean Culture Natural Gas Infrastructure Natural Language Processing Organizational Change Pharmaceutical Pharmaceuticals & Life Sciences Project manager Supply Chain Management Sustainable Growth The Fully Automated Contact Center Transformation Initiatives Workplace Analytics eForms eSignatures 3D Thinking BEAM BFARM BTOES17 Big Data Processing Business Analytics Business Growth Centralized Performance Monitoring System Communication Creativity Digital Technologies Digital Technology Educational Psychologist Energy Management Health Insurance Health Maintenance Organizations Hospitality & Construction Human Centered Design Integrated Decision Approach Integrated Decision Making Intelligent Document Processing Kaizen Medicare Moodset for Excellence Natural Language Processing (NLP) Offering Managers Oil and Gas Optical Character Recognition (OCR) Pharmaceuticals and Life Sciences Photographing Price and Routing Tracking (PART) Process Design Document (PDD) Product Identifier Descriptions (PIDs) Python Quote to Cash (Q2C) Resilience SAP Sales Quota Team Work Telecommunications Text Mining Visually Displayed Work Culture master text analytics virtual resource management