© Shawn Casemore 2013. All rightsreservedDriving Strategy & Innovationthrough Operational Excellence
© Shawn Casemore 2013. All rightsreserved
© Shawn Casemore 2013. All rightsreservedWhat is Operational Excellence?
© Shawn Casemore 2013. All rightsreservedCompetition;Market ForcesOwnership;Shareholders“Perfection is not attainable, but...
© Shawn Casemore 2013. All rightsreservedWhat is Operational Excellence?Key attributes of organizations who achieve Operat...
© Shawn Casemore 2013. All rightsreservedApproach to Operational ExcellenceExperience, Talentand QualificationsTransferMec...
© Shawn Casemore 2013. All rightsreservedOperational Excellence & StrategyThe pursuit of Operational Excellence requires c...
Why Does Strategy Fail?© Shawn Casemore 2013. All rightsreservedFailure to change behaviorInaccurate PredictionCustomer Co...
© Shawn Casemore 2013. All rightsreservedOperational Excellence & InnovationThe pursuit of Operational Excellence requires...
Why Does Innovation Fail toMaterialize?© Shawn Casemore 2013. All rightsreservedUnrealistic ExpectationsLack of ResourcesS...
© Shawn Casemore 2013. All rightsreservedThe Other Factors at PlayInternalInfluencesExternalPressures
© Shawn Casemore 2013. All rightsreservedInternal Influential Factors
© Shawn Casemore 2013. All rightsreservedEconomicPoliticalSocialTechnologicalInfluential External Factors
© Shawn Casemore 2013. All rightsreservedOperational Excellence Model•Contract Management•Supplier Innovation•Supplier Col...
© Shawn Casemore 2013. All rightsreservedLeadership & CultureStrategicAccountableFocused
© Shawn Casemore 2013. All rightsreservedProcess Design & ExecutionValue tocustomerEffectiveSupportiveAligned
© Shawn Casemore 2013. All rightsreservedPartners & AffiliationsCustomer facingOperations facingOperation
© Shawn Casemore 2013. All rightsreservedTechnology IntegrationInboundSupplierMulti-directionalOperationsInboundCustomer
© Shawn Casemore 2013. All rightsreservedStaying on the Rails
© Shawn Casemore 2013. All rightsreservedEngagement Traction
© Shawn Casemore 2013. All rightsreservedEngaging Stakeholders
© Shawn Casemore 2013. All rightsreservedSummary
© Shawn Casemore 2013. All rightsreserved
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  1. 1. © Shawn Casemore 2013. All rightsreservedDriving Strategy & Innovationthrough Operational Excellence
  2. 2. © Shawn Casemore 2013. All rightsreserved
  3. 3. © Shawn Casemore 2013. All rightsreservedWhat is Operational Excellence?
  4. 4. © Shawn Casemore 2013. All rightsreservedCompetition;Market ForcesOwnership;Shareholders“Perfection is not attainable, but if we chaseperfection we can catch excellence. ”― Vince Lombardi
  5. 5. © Shawn Casemore 2013. All rightsreservedWhat is Operational Excellence?Key attributes of organizations who achieve OperationalExcellence:• Continuous pursuit of improvement.• Collaborative Decisions.• Employee Empowerment.• A culture of Innovation.• Accountability and results are monitored andmeasured.
  6. 6. © Shawn Casemore 2013. All rightsreservedApproach to Operational ExcellenceExperience, Talentand QualificationsTransferMechanismsDesired Outcomes
  7. 7. © Shawn Casemore 2013. All rightsreservedOperational Excellence & StrategyThe pursuit of Operational Excellence requires clearobjectives, a plan to achieve those objectives, andmeasures and accountabilities surrounding achievingthe plan.These are the same elements that are fundamentalto an effective Strategy.
  8. 8. Why Does Strategy Fail?© Shawn Casemore 2013. All rightsreservedFailure to change behaviorInaccurate PredictionCustomer ConfusionFailure to ManageChangePoor CommunicationsFailed Strategy
  9. 9. © Shawn Casemore 2013. All rightsreservedOperational Excellence & InnovationThe pursuit of Operational Excellence requires theintroduction and integration of new ideas supportedthrough collaborative relationships both internally andexternally to the organization.These same elements are fundamental to achievingInnovation.
  10. 10. Why Does Innovation Fail toMaterialize?© Shawn Casemore 2013. All rightsreservedUnrealistic ExpectationsLack of ResourcesSingular FocusLack of CollaborationMisaligned rolesFailed Innovation
  11. 11. © Shawn Casemore 2013. All rightsreservedThe Other Factors at PlayInternalInfluencesExternalPressures
  12. 12. © Shawn Casemore 2013. All rightsreservedInternal Influential Factors
  13. 13. © Shawn Casemore 2013. All rightsreservedEconomicPoliticalSocialTechnologicalInfluential External Factors
  14. 14. © Shawn Casemore 2013. All rightsreservedOperational Excellence Model•Contract Management•Supplier Innovation•Supplier Collaboration•Fully integrated•Supportive technology•Effective measurementand reporting•Functional alignment•ContinuousImprovement•Value focused•Vision & mission•Accountability•Talent ManagementLeadership& CultureProcessDesign &ExecutionPartners &AffiliationsTechnologyIntegration
  15. 15. © Shawn Casemore 2013. All rightsreservedLeadership & CultureStrategicAccountableFocused
  16. 16. © Shawn Casemore 2013. All rightsreservedProcess Design & ExecutionValue tocustomerEffectiveSupportiveAligned
  17. 17. © Shawn Casemore 2013. All rightsreservedPartners & AffiliationsCustomer facingOperations facingOperation
  18. 18. © Shawn Casemore 2013. All rightsreservedTechnology IntegrationInboundSupplierMulti-directionalOperationsInboundCustomer
  19. 19. © Shawn Casemore 2013. All rightsreservedStaying on the Rails
  20. 20. © Shawn Casemore 2013. All rightsreservedEngagement Traction
  21. 21. © Shawn Casemore 2013. All rightsreservedEngaging Stakeholders
  22. 22. © Shawn Casemore 2013. All rightsreservedSummary
  23. 23. © Shawn Casemore 2013. All rightsreserved
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