Business Transformation & Operational Excellence Insights

BTOES - SPEAKER SPOTLIGHT: Process Based Leadership® - Tactical Processes for Sustainable Strategy Execution

charlotte.kelly@proqis.com (BTOES Insights Official) — Mon, 23 Dec 2019 10:45:00 GMT

Courtesy of Competitive Solutions Inc., Shane Yount wrote a synopsis of his speaking session discussing 'Process Based Leadership® - Tactical Processes for Sustainable Strategy Execution'. Click here to download the full presentation.

BTOES - SPEAKER SPOTLIGHT: Process Based Leadership® - Tactical Processes for Sustainable Strategy Execution

charlotte.kelly@proqis.com (BTOES Insights Official) — Sun, 22 Dec 2019 13:00:00 GMT

BTOES - SPEAKER SPOTLIGHT: Strategy and Execution: There are only two cases when strategy is not important, you have no competition or you don’t care if you lose

Brian McDonald — Sat, 21 Dec 2019 13:00:00 GMT

Courtesy of International Paper, Brian McDonald wrote a synopsis of his speaking session discussing 'Strategy and Execution: There are only two cases when strategy is not important, you have no competition or you don’t care if you lose'.

BTOES - SPEAKER SPOTLIGHT: Strategy and Execution: There are only two cases when strategy is not important, you have no competition or you don’t care if you lose

Brian McDonald — Sat, 19 Oct 2019 13:00:00 GMT

BTOES - SPEAKER SPOTLIGHT: Process Based Leadership® - Tactical Processes for Sustainable Strategy Execution

charlotte.kelly@proqis.com (BTOES Insights Official) — Fri, 20 Sep 2019 11:00:00 GMT

BTOES - SPEAKER SPOTLIGHT: Strategy Execution and the case for Continuous Business Transformation

charlotte.kelly@proqis.com (BTOES Insights Official) — Fri, 30 Aug 2019 11:00:00 GMT

Courtesy of Avis Budget Group, Attila Dobai wrote a synopsis of his speaking session discussing 'Strategy Execution and the case for Continuous Business Transformation'. Click here to download the full presentation.

2019 AWARD FINALIST SPOTLIGHT: Michigan State University - Operational Excellence to deliver Business Transformation

charlotte.kelly@proqis.com (BTOES Insights Official) — Thu, 29 Aug 2019 11:00:00 GMT

Read this article about Michigan State University, one of our finalists, in the category Best Achievement in Operational Excellence to deliver Business Transformation, selected by the independent judging panel, for the 2019 Business Transformation & Operational Excellence Industry Awards program. Click here to read articles on other finalists.

BTOES - SPEAKER SPOTLIGHT: Strategy and Execution: There are only two cases when strategy is not important, you have no competition or you don’t care if you lose

Brian McDonald — Sat, 13 Jul 2019 13:00:00 GMT

BTOES - SPEAKER SPOTLIGHT: Process Based Leadership® - Tactical Processes for Sustainable Strategy Execution

charlotte.kelly@proqis.com (BTOES Insights Official) — Tue, 18 Jun 2019 11:00:00 GMT

BTOES - SPEAKER SPOTLIGHT: Strategy Execution and the case for Continuous Business Transformation

charlotte.kelly@proqis.com (BTOES Insights Official) — Fri, 31 May 2019 11:00:00 GMT

BTOES - SPEAKER SPOTLIGHT: Strategy Execution and the case for Continuous Business Transformation

charlotte.kelly@proqis.com (BTOES Insights Official) — Wed, 13 Mar 2019 10:50:06 GMT

2019 AWARD FINALIST SPOTLIGHT: Michigan State University - Operational Excellence to deliver Business Transformation

charlotte.kelly@proqis.com (BTOES Insights Official) — Mon, 11 Mar 2019 12:15:28 GMT

BTOES - SPEAKER SPOTLIGHT: Process Based Leadership® - Tactical Processes for Sustainable Strategy Execution

charlotte.kelly@proqis.com (BTOES Insights Official) — Wed, 06 Mar 2019 13:38:57 GMT

BTOES - SPEAKER SPOTLIGHT: Strategy and Execution: There are only two cases when strategy is not important, you have no competition or you don’t care if you lose

Brian McDonald — Tue, 05 Mar 2019 23:00:13 GMT

BTOES WHITE PAPER: The Process of Process Management: Strategy Execution in a Digital World

Mathias.Kirchmer@bpm-d.com (Dr. Mathias Kirchmer) — Mon, 16 Jul 2018 12:49:18 GMT

White Paper by Dr. Mathias Kirchmer & Peter Franz

Business strategies and operations need to consider scores of ever-shifting factors: from demographic changes, capital availability and legal regulations to technological innovations and an all present digitalization. Static business models do not keep pace with this dynamic change. Companies need a management approach that fits to this volatile environment. Organizations need to execute their strategy systematically and deal proactively with our “digital world”. In effect, they must know how and when to modify or enhance their business processes, which processes are best candidates for intervention, and how to move rapidly from strategy to execution.

BTOES EXCLUSIVE VIDEO: Value Deployment - Developing, Engaging and Aligning the Power of Your People - US Synthetic

epope@ussynthetic.com (Eric Pope) — Mon, 25 Jun 2018 15:08:54 GMT

WATCH NOW:Strategy Deployment: Managing, Fostering & Creating Value throughout the Organisation

Today’s leaders know that the key to success is creating and aligning resources to satisfy customers at the highest level at the lowest possible cost. Some believe the latest organizational tool or leadership fad is the silver bullet to achieve this end. Unfortunately, these quick-fix tools and fads often result in short-term gains, and ultimately fall flat and even diminish after the leaders have moved onto the next tool. Sustainability and engagement of all employees in the continuous improvement of the business is a widespread challenge that business leaders face.

BTOES EXCLUSIVE VIDEO: Engaging Leadership with Operational Excellence through Strategic Alignment and Visual Management

charlotte.kelly@proqis.com (BTOES Insights Official) — Tue, 12 Jun 2018 17:06:23 GMT

WATCH NOW: Engaging Leadership with Operational Excellence through Strategic Alignment and Visual Management

BTOES EXCLUSIVE VIDEO: Linking Your Core Business Processes with Process Architecture and Strategy - University of Dayton

sfurterer1@udayton.edu (Dr. Sandra Furterer) — Sun, 03 Jun 2018 12:49:00 GMT

Exclusive BTOES Free Book Chapter: Redefining Operational Excellence

andrew.miller@carlyriangroup.com (Andrew Miller) — Sun, 03 Jun 2018 11:29:01 GMT

EXCLUSIVE BTOES VIDEO: Linking Your Core Business Processes with Process Architecture and Strategy - University of Dayton

sfurterer1@udayton.edu (Dr. Sandra Furterer) — Thu, 31 May 2018 12:29:48 GMT

WATCH NOW: Linking your Business' Core Processes and Process Architecture with Strategy

Many organizations have embraced Lean Six Sigma or other process improvement methodologies in their organizations to enhance speed to market, business alignment, lowering operating costs and improving quality. However, organizations have met with varied success of Lean Six Sigma, not because of any deficiencies in the methodology, principles or tools, but in the design and execution of the program.

EXCLUSIVE VIDEO: Avvo's Agile Business Transformation: Using Operational Excellence Tools & Methodologies - Avvo -

kgoldsmith@avvo.com (Kevin Goldsmith) — Thu, 24 May 2018 19:30:06 GMT

Agile software development and operational excellence agility share a few core tenets: bringing value to the customer as quickly as possible, adjusting to market changes, and minimizing waste through improved speed of execution. We think differently about agility in software versus other industries because we prize innovation velocity over those other tenets. We choose innovation over consistency and efficiency.

EXCLUSIVE VIDEO: The Critical Role of Culture in Strategy Execution -

charlotte.kelly@proqis.com (BTOES Insights Official) — Wed, 16 May 2018 19:30:00 GMT

WATCH NOW: The Critical Role of Culture in Strategy Execution

About the Session

When a new strategy around customers became the top priority and focus, hear how culture change was needed to make this happen by:

Free Book Chapter: Redefining Operational Excellence

andrew.miller@carlyriangroup.com (Andrew Miller) — Wed, 15 Nov 2017 14:23:00 GMT

EXCLUSIVE VIDEO: Transforming from a Manufacturing to a Services Company, the Journey

charlotte.kelly@proqis.com (BTOES Insights Official) — Wed, 20 Sep 2017 13:58:00 GMT

WATCH NOW: Transforming from a Manufacturing to a Services Company, the Journey

EXCLUSIVE VIDEO: Engaging Leadership with Operational Excellence through Strategic Alignment and Visual Management

charlotte.kelly@proqis.com (BTOES Insights Official) — Fri, 01 Sep 2017 13:44:00 GMT

WATCH NOW: Engaging Leadership with Operational Excellence through Strategic Alignment and Visual Management

EXCLUSIVE VIDEO: The Critical Role of Culture in Strategy Execution

charlotte.kelly@proqis.com (BTOES Insights Official) — Mon, 14 Aug 2017 11:52:00 GMT

WATCH NOW: The Critical Role of Culture in Strategy Execution

About the Session

When a new strategy around customers became the top priority and focus, hear how culture change was needed to make this happen by:

EXCLUSIVE VIDEO: Linking Your Core Business Processes with Process Architecture and Strategy - University of Dayton

sfurterer1@udayton.edu (Dr. Sandra Furterer) — Mon, 31 Jul 2017 15:05:28 GMT

WATCH NOW: Linking your Business' Core Processes and Process Architecture with Strategy

EXCLUSIVE VIDEO: Value Deployment - Developing, Engaging and Aligning the Power of Your People - US Synthetic

epope@ussynthetic.com (Eric Pope) — Mon, 10 Jul 2017 10:46:00 GMT

WATCH NOW:Strategy Deployment: Managing, Fostering & Creating Value throughout the Organisation

EXCLUSIVE VIDEO: Avvo's Agile Business Transformation: Using Operational Excellence Tools & Methodologies - Avvo

kgoldsmith@avvo.com (Kevin Goldsmith) — Fri, 16 Jun 2017 11:34:00 GMT

Strategy & Transformation Templates, Learning Resources from Flevy.com

charlotte.kelly@proqis.com (BTOES Insights Official) — Sat, 06 May 2017 15:51:00 GMT

Courtesy of Flevy.com

[Free PowerPoint] Strategy & Transformation Templates -- Growth, Innovation, Digital, Branding, Customer, etc.

What is your Change Management Strategy?

igotts@q9elements.com (Ian Gotts) — Wed, 03 May 2017 13:30:00 GMT

For many, change is frightening, threatening and therefore it is resisted at all costs. It is that old pain versus pleasure thing. People act to eliminate pain and bring pleasure. Therefore you need to make the new world look more pleasurable than the perceived pain of change. Or you need to make the pain of not changing greater than the pain of the change itself. Either way, make change the path of least resistance.

With the current wave of disruption hitting every industry sector, the ability to define the business change required and take the entire organisation with you is a critical skill that every company needs to master. Not once, but repeatably.

The 6 Mistakes Most Businesses Make When Adopting a Continuous Improvement Program

vince_mirabelli@globalprojectsynergy.com (Vince Mirabelli) — Fri, 24 Feb 2017 18:42:00 GMT

DOWNLOAD: The 15 Keys to Successful Organizational Development (A Humanistic Perspective)

charlotte.kelly@proqis.com (BTOES Insights Official) — Thu, 16 Feb 2017 19:01:44 GMT

Download Slides Now

Organizational Development has come a long way from languishing in the shadows of HR to being widely recognized as the primary driver of core organizational competencies through targeted interventions. It traverses the delicate path of progressive transition to a better state by employing the services of Change Management that embodies the systematic approach to managing risk in reaching desired goals and objectives. However, too many of such promising initiatives fail due to lack of foresight in instilling and institutionalizing certain principles that are critical for ensuring a high probability of success. But what are these key factors?

Acquisitions Gone Bad – Don’t Do it!

aggiewood@aol.com (Robert Wood) — Mon, 13 Feb 2017 21:19:51 GMT

Operational Excellence Frameworks: Download Now

charlotte.kelly@proqis.com (BTOES Insights Official) — Wed, 01 Feb 2017 18:37:27 GMT

Take a look at 3 brand-new Operational Excellence Frameworks available now on BTOES Insights, courtesy of Flevy.com. Guides include Customer Experience, Digital Transformation, & Strategy Execution.

SME Just Like Me!

Andrew.s.mccune@att.net (Andrew McCune) — Tue, 17 Jan 2017 20:53:34 GMT

Hiring season is underway, and you can’t wait to hire a Subject Mater Expert (SME) just like me…that is you I mean. Instinctively, hiring managers will seek to hire a SME who is just like them. There is nothing wrong with this as core business expertise is critical to any enterprise. However, an over reliance on the SME without a strategy to infuse process skills will create a trap that becomes self-limiting. This was identified in the Greatest Developments Report from BTOES Insights, 2016. Content and process domains can converge to build and sustain robust capability within a vibrant workforce that will be more versatile.

Edwin Moses

dan@markovitzconsulting.com (Dan Markovitz) — Mon, 16 Jan 2017 15:02:54 GMT

Edwin Moses was the greatest 400m hurdler the world has ever seen.

The OpEx 'Fast Track'

nick.ruhmann@nationalfloodservices.com (Nick Ruhmann) — Fri, 06 Jan 2017 20:23:40 GMT

I'm constantly amazed at how easily senior managers and executives in companies large and small succumb to the marketing ploys and promises of consulting companies.
Usually, a company will desire to start an "Operational Excellence" program, and search out and hire consultants from one of the big consulting companies to "kick-start" their journey.
The company sends in comes a team of consultants - complete with some cookie cutter 6 step program to Operational Excellence.

Why Do Internal BPM Projects Fail?

igotts@q9elements.com (Ian Gotts) — Wed, 04 Jan 2017 21:58:40 GMT

Acquisitions Gone Bad - A Discussion Based on Observation

aggiewood@aol.com (Robert Wood) — Fri, 23 Dec 2016 18:33:39 GMT

I have been blessed, or cursed, to have been involved in turning around two separate acquisitions gone bad in my career.

ARTICLE: Right People, Right Place

nick.ruhmann@nationalfloodservices.com (Nick Ruhmann) — Mon, 28 Nov 2016 17:35:43 GMT

Recently, I had someone respond that Lean was basically "all that foundation stuff" (5S, Leveling, SW, Kaizen), plus JIT and Jidoka.

ARTICLE: SWAT Team Principles Part 2 - Training like your Life Depends on It

aggiewood@aol.com (Robert Wood) — Tue, 22 Nov 2016 16:40:54 GMT

Read SWAT Team Principles Part 1

THOUGHT LEADER: Jean Lu, Vanguard

charlotte.kelly@proqis.com (BTOES Insights Official) — Mon, 07 Nov 2016 19:32:00 GMT

THOUGHT LEADER: Sayeed Sanaullah, Wells Fargo

charlotte.kelly@proqis.com (BTOES Insights Official) — Fri, 04 Nov 2016 18:32:00 GMT

ARTICLE: How Many Experts are Needed to Embark on a Lean Journey?

larry@pathwaysllc.net (Larry Fast) — Tue, 01 Nov 2016 16:42:43 GMT

QUESTION: We are starting discussions about trying to start a lean initiative and are in disagreement about what is the actual number of experts we would need before we embark on such a journey. Somebody told us that it should be about 1% of total plant workers; for example for every 100 people, then 1 lean expert. I know this depends a lot on the type of plant and products we have, but management wants to know how much this would cost (probably a bad sign). Any suggestions?

ARTICLE: Lean Six Sigma Could Blind You

nick.ruhmann@nationalfloodservices.com (Nick Ruhmann) — Tue, 25 Oct 2016 18:57:06 GMT

I'm not against Six Sigma,

Let's just get that out of the way. I'm not a "Six Sigma Hater".

Much the contrary, I owe much of my success to having been involved in the Six Sigma movement relatively early.

(I'm no first generation mind you, but it was early enough that I still remember when there was no Define phase and when it was first added, we didn't capitalize the "d" in deference to Motorola)

Adding Lean to Six Sigma seemed so obvious

Back then most Black Belts had some exposure to "lean", we knew the basic tools and methods and saw where they could make our projects easier, faster, etc - it just made sense.

REVIEW: Operational Excellence - Final Insights

Mathias.Kirchmer@bpm-d.com (Dr. Mathias Kirchmer) — Mon, 10 Oct 2016 15:15:54 GMT

With the release of our 6-part report series, ‘Operational Excellence: Snapshots’, we wanted to hear some thoughts from our resident experts. Our final part of the series, ‘Operational Excellence: Final Insights', asked 150+ OpEx professionals for some final thoughts on the state of the industry, and the areas they felt urgently needed greater focus.

ARTICLE: SWAT Team Principles, Part 1: Commit to Your Strategy and Execute!

aggiewood@aol.com (Robert Wood) — Thu, 06 Oct 2016 14:16:03 GMT

I had the honor of spending an entire day training with a local SWAT team as a result of a charity auction. I had no idea of what to expect and as soon as we began our day, instantly, I was in testosterone heaven and I soon learned some valuable lessons that could be immediately applied to the business world.

ARTICLE: To Understand Business Processes, Just Use Your Loaf

brian@businessprocessagility.com (Brian Hunt) — Tue, 23 Aug 2016 13:14:11 GMT

In a previous career Brian was a manufacturing quality engineer at GE medical systems where he was trained in Total Quality Management and business process reengineering. He now works as an independent business process improvement consultant with a special interest in the 'Business Process Tangles', Learn more about this at businessprocesstangles.com.

Many recruiters call for specific domain experience when they want help in process redesign. But, whether your product is life insurance, cakes or motorbikes, the principles of business process are the same: You want a defined output from a set of inputs, and you want that output to be provided at consistent time, cost and quality. To do that, you need a designed and managed process.

A home bread making machine provides a great example of a managed process:

LONG ARTICLE: Are Your Managers Company Doctors or Coroners?

igotts@q9elements.com (Ian Gotts) — Thu, 18 Aug 2016 09:19:24 GMT

Are your managers operating as company doctors or coroners?

A bizarre question, maybe, but ask yourself whether your executive management, managers and supervisors are using business information delivered through reports and scorecards to take the pulse of the organization or to conduct a post mortem of last month's performance?

Put another way, are the Key Performance Indicators (KPIs) that they are using to make their decisions leading indicators or lagging indicators?