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1.
© Shawn Casemore
2013. All rights reserved Driving Strategy & Innovation through Operational Excellence
2.
© Shawn Casemore
2013. All rights reserved
3.
© Shawn Casemore
2013. All rights reserved What is Operational Excellence?
4.
© Shawn Casemore
2013. All rights reserved Competition; Market Forces Ownership; Shareholders “Perfection is not attainable, but if we chase perfection we can catch excellence. ” ― Vince Lombardi
5.
© Shawn Casemore
2013. All rights reserved What is Operational Excellence? Key attributes of organizations who achieve Operational Excellence: • Continuous pursuit of improvement. • Collaborative Decisions. • Employee Empowerment. • A culture of Innovation. • Accountability and results are monitored and measured.
6.
© Shawn Casemore
2013. All rights reserved Approach to Operational Excellence Experience, Talent and Qualifications Transfer Mechanisms Desired Outcomes
7.
© Shawn Casemore
2013. All rights reserved Operational Excellence & Strategy The pursuit of Operational Excellence requires clear objectives, a plan to achieve those objectives, and measures and accountabilities surrounding achieving the plan. These are the same elements that are fundamental to an effective Strategy.
8.
Why Does Strategy
Fail? © Shawn Casemore 2013. All rights reserved Failure to change behavior Inaccurate Prediction Customer Confusion Failure to Manage Change Poor Communications Failed Strategy
9.
© Shawn Casemore
2013. All rights reserved Operational Excellence & Innovation The pursuit of Operational Excellence requires the introduction and integration of new ideas supported through collaborative relationships both internally and externally to the organization. These same elements are fundamental to achieving Innovation.
10.
Why Does Innovation
Fail to Materialize? © Shawn Casemore 2013. All rights reserved Unrealistic Expectations Lack of Resources Singular Focus Lack of Collaboration Misaligned roles Failed Innovation
11.
© Shawn Casemore
2013. All rights reserved The Other Factors at Play Internal Influences External Pressures
12.
© Shawn Casemore
2013. All rights reserved Internal Influential Factors
13.
© Shawn Casemore
2013. All rights reserved Economic Political Social Technological Influential External Factors
14.
© Shawn Casemore
2013. All rights reserved Operational Excellence Model •Contract Management •Supplier Innovation •Supplier Collaboration •Fully integrated •Supportive technology •Effective measurement and reporting •Functional alignment •Continuous Improvement •Value focused •Vision & mission •Accountability •Talent Management Leadership & Culture Process Design & Execution Partners & Affiliations Technology Integration
15.
© Shawn Casemore
2013. All rights reserved Leadership & Culture Strategic Accountable Focused
16.
© Shawn Casemore
2013. All rights reserved Process Design & Execution Value to customer Effective Supportive Aligned
17.
© Shawn Casemore
2013. All rights reserved Partners & Affiliations Customer facing Operations facing Operation
18.
© Shawn Casemore
2013. All rights reserved Technology Integration Inbound Supplier Multi-directional Operations Inbound Customer
19.
© Shawn Casemore
2013. All rights reserved Staying on the Rails
20.
© Shawn Casemore
2013. All rights reserved Engagement Traction
21.
© Shawn Casemore
2013. All rights reserved Engaging Stakeholders
22.
© Shawn Casemore
2013. All rights reserved Summary
23.
© Shawn Casemore
2013. All rights reserved
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