“Who is the most important enabler of transformation in your organization?”

Alan Bronowicz 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 read 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.

 

 

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The modern company

In the modern company change can be seen everywhere and transformations are now the norm. The customer experience has become the central focus and the employee experience has become a critical enabler for delivering to customer expectations. At the same time every organization is under threat from competition and scrutiny from investors. Companies must become more productive with their resources to improve the bottom line while delivering a premium customer experience to drive the top line. Both of these are critically important to the success of the organization and transformation is required in order to achieve both. The enabler for transformation above all is the executive leader who can't just "buy-in" and have "knowledge" of the transformation but must embody it. Click here to read more Articles on The Global State of Operational Excellence: Critical Challenges & Future Trends - Research Report 2018/19.

 

“Who is the most important enabler of transformation in your organization?”

Act and behave as an example

Assuming the leaders roll is about buy-in and knowledge is to look at this from the wrong direction. This indicates the rest of the organization needs to convince their leaders why change is required. The executive leader needs to own and drive transformation efforts across their business whether it's about cultural transformation, process transformation, or systems transformation. A recent poll showed the number one worry of CEOs is to know transformation is needed but being unsure how to ensure their organization delivers. Transformation in large organizations does not happen through grass roots efforts no matter how much the leader hopes or expects it will. The way the leader acts and behaves is an example to others, it is contagious and others follow.

 

Today's executives have the choice of leading their organization through challenging and rewarding transformations or they can be at the helm when their ship goes down. The executive leader should spend less time waking up worried about the transformation and more time planning and executing the transformation. This can be challenging as leaders, especially in large organizations, are often too distant from the day to day operations. 

 

 

Changing World

The world has changed considerably in the past 20 years; employees have different expectations, motives, and preferences while technology is enabling a different way of working. Executive leaders who rely on their operational experience from decades ago will not connect with their employees. They will misstep in leading the organization forward. In Great Work author David Sturt talks about how important it is to "See for yourself", the idea that when you observe first hand you are 17 times more likely to have passion for the work than if you do not. He says, "Difference makers look with their own eyes from a variety of perspectives to see new possibilities." and "Something happens to us when we See for Ourselves. It awakens our passion for making a difference." 

 

Executives need to leave the comfort of their offices and board rooms and they need to get out with their employees and customers and see things first hand. They need to do less talking and more listening, more observing and less directing, and they need to get their finger on the pulse of organization in order to actively lead. Transformation of any kind, but certainly Cultural and end-to-end Business Transformation, requires everyone to roll up their sleeves and get to work in a cohesive fashion. The leader plays a critical role and must ensure this is taking place by modeling the right behaviors and actions. 

 

 

The right balance

Executives who are relying solely on their intuition, experience, or feedback from their direct reports should remember what their role is all about. The executive needs to set a vision for where they want the organization to go, demonstrate the behaviors and attitude required to get there, ignite a passion in their employees, and enable their organization to perform. Leaders need to find the critical balance of empowering others and coaching from the sidelines while jumping in to course correct as required. It is powerful when the executive leader "gets it" and talks in terms others relate to and balances their time appropriately to lead the transformation. Amazing things can be achieved when leaders operate in this way and stop watching from the sidelines. 

 

 

Be active, present, engaged, and passionate

When you think of the greatest modern companies you can't help but think of their leaders; Jeff Bezos at Amazon, Steve Jobs & Tim Cook at Apple, Serge & at Google, Bill Gates at Microsoft, or Richard Branson at Virgin. The company brand follows the leaders brand and the culture follows the leader. These businesses have lead the fourth industrial revolution because their leaders were active, present, engaged, and passionate about their cause. Leaders today must step up and not just lose sleep over 'how will we transform?' but instead take over and make it their personal priority to lead the company to a better place.