Kasper Uhd Jepsen
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



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.




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.




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 




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


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.


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