Subscribe
Rebecca H Mott
By
January 22, 2020

Sustainability of Operational Excellence in the Age of Disruption and Change

Rebecca H Mott has written an article on her 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

 

Sustainability of Operational Excellence in the Age of Disruption and Change

Sustainability is consistently mentioned (about 70 times) throughout this year’s report. Sustaining the momentum of operational excellence can help organizations improve engagement which leads to higher levels of leadership buy-in and ultimately has a positive impact on cultural change. But with all of the mentions of sustainability, there were some notable gaps in relating it to leadership support and the key performance indicators used for operational excellence initiatives. There is also a real gap in how current frameworks and models are supporting the need for businesses to deal with change. Click here to read the full Survey Report 2018/19.   

 

pillar%20page%20line%201

Sustainability of Operational Excellence in the Age of Disruption and Change

Three challenges for operational excellence leaders to improve success rate

There are three challenges that operational excellence leaders must face to improve upon their success rate. The first area deals with creating key performance indicators that show how we are doing with sustainability and engagement. Additionally, there are strong implications that our failure to develop the right success indicators may be due to a gap in the skill set of certified Lean Six Sigma professionals. And the frameworks and models established by lean six sigma practitioners more than 30 years ago may not be adequately supporting organizations' ability to adapt to change.Here are additional thoughts on each of those topics:

 

Research Report: Sustainability of Operational Excellence in the Age of Disruption and Change

 

pillar%20page%20line%201

 

Key performance indicators don’t point to the sustainability of efforts or cultural engagement.

How do we know that an initiative from 2015 is being sustained? Will it necessarily show in the balanced scorecard? Or will it show up in the ROI quickly enough to prevent management from aborting efforts before gains are seen? And with cultural aspects of engagement typically being measured separately from business outcomes, are we missing opportunities to identify supportive strategies for effective engagement? Operational Excellence leaders need to integrate measures of sustainability and engagement into their metrics. We need to understand that our efforts are part of a complex ecosystem that cannot be narrowly defined by a single metric. We need to create better ways to measure sustainability and pull what we know about the current state of engagement into our view. This can be a challenge for Lean Six Sigma belts that have a limited understanding of organizational theory or who experience difficulties in translating operational excellence indicators into the language commonly spoken in the C-Suite. 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

 

Lean Six Sigma belts are not traditionally equipped with the knowledge required to tie operational excellence performance to the needs of the business, specifically the need to innovate and adapt to a rapidly changing environment.

While we must improve our ability to measure sustainability and engagement, the language of metrics cannot be divorced from the measures that organizational leaders see as valuable indicators of success. Learning to talk the language of the C-suite is an imperative if Lean Six Sigma leaders want to influence corporate leaders. Our operational excellence leaders need to add business acumen and a deep knowledge of organizational theory to the suite of skills required to support the deployment of programs within an organization. 

Could this be the reason behind the success of programs that have operational excellence leaders in the C-suite? Operational excellence leaders need to understand how to use the tools and strategies of Lean to help organizations innovate and adapt to a rapidly changing environment. They must become C-suite influencers with the answers to the question “How do we prepare for the future right now?” Operational excellence leaders should concentrate on developing effective influencing strategies that go beyond the typical approach of “let’s use our tools and methods to improve upon the status quo.”

Again, it is necessary to think systematically and understand the complex ecosystem that is driving organizational behavior and culture. A key component would be the development of a robust framework that drives the behaviors that will build organizational flexibility. The focus of the operational excellence leader must become helping the organization deal with external pressures and keep pace with a rapidly changing environment prone to disruption and shorter cycles of technology innovation.

 

pillar%20page%20line%201

 

External pressures to keep pace with a rapidly changing environment prone to disruption and adaption to new technologies present real threats to the sustainability of improvements.

Operational Excellence Leaders must become the experts of enabling the organization to develop the capacity and flexibility to deal with change. This can be tricky because flexible sustainability generally competes with the framework learned by Lean Six Sigma experts which emphasizes “control” as a sustainment tool. We must get better at understanding how to control sustainment of improvements in a way that allows us to flex and adapt as things change.

How can Operational Excellence Leaders create frameworks that increase the organization’s capacity to absorb change and respond to disruption? There is a real need to revamp our models and frameworks to the reality of today’s environment. We can no longer afford to divide our views on continuous improvement, organizational excellence, and innovation. Our models must become integrated, and our frameworks must become holistic, flexible, and robust.

 

We will know we are on the right road when we begin seeing:

• Composite metrics that have a balanced view of success that includes sustainability and engagement measures

• Lean Six Sigma training that incorporates an understanding of organizational theory as a core competency

• And the development of more robust and flexible models and frameworks that enable organizations to respond rapidly to change

 

Want to learn more? Download the full Report.
Sustainability of Operational Excellence in the Age of Disruption and Change

pillar%20page%20line%201

About the Author

Rebecca Mott: Sustainability of Operational Excellence in the Age of Disruption and Change

Rebecca H Mott

Senior Continuous Improvement Specialist Enterprise Improvement, Tennessee Valley Authority

Rebecca is  a champion for continuous improvement (Lean Six Sigma) and innovation with 24 years of utility and laboratory experience. She enjoys using her analytical skills, business acumen, and strategic thinking to lead teams through change and transition . She lives by the mottos "None of us is as smart as all of us together" and "You can always better your best." 

Wherever she finds myself, she looks for opportunities to make the team and its work better. It is all about the never ending journey of continuous improvement. Check out her LinkedIn account.

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. 


The Business Transformation & Operational Excellence Industry Awards

The Largest Leadership-Level Business Transformation & Operational Excellence Event

opex_assembly

business_assembly

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.

------------------------------ 

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

BTOES UNIVERSAL GRAPHIC - NO DATE.webp?width=1200&name=BTOES UNIVERSAL GRAPHIC - NO DATE
ACCESS 50 VIDEO PRESENTATIONS
Access all 75 Award Finalist Entires
RESEARCH REPORT 2021/2022
BTOES AWARD - NO DATE
BTOES UNIVERSAL GRAPHIC - NO DATE
Subscribe to Business Transformation & Operational Excellence Insights Now
btoes19.png
png
ATTENDEE - Proqis Digital Event Graphics-2
ATTENDEE - Proqis Digital Event Graphics (2)-1
ATTENDEE - Proqis Digital Event Graphics (1)-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

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