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© Shawn Casemore 2013. All rights
reserved
Driving Strategy & Innovation
through Operational Excellence
© Shawn Casemore 2013. All rights
reserved
© Shawn Casemore 2013. All rights
reserved
What is Operational Excellence?
© 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
© 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.
© Shawn Casemore 2013. All rights
reserved
Approach to Operational Excellence
Experience, Talent
and Qualifications
Transfer
Mechanisms
Desired Outcomes
© 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.
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
© 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.
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
© Shawn Casemore 2013. All rights
reserved
The Other Factors at Play
Internal
Influences
External
Pressures
© Shawn Casemore 2013. All rights
reserved
Internal Influential Factors
© Shawn Casemore 2013. All rights
reserved
Economic
Political
Social
Technological
Influential External Factors
© 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
© Shawn Casemore 2013. All rights
reserved
Leadership & Culture
Strategic
Accountable
Focused
© Shawn Casemore 2013. All rights
reserved
Process Design & Execution
Value to
customer
Effective
Supportive
Aligned
© Shawn Casemore 2013. All rights
reserved
Partners & Affiliations
Customer facing
Operations facing
Operation
© Shawn Casemore 2013. All rights
reserved
Technology Integration
Inbound
Supplier
Multi-directional
Operations
Inbound
Customer
© Shawn Casemore 2013. All rights
reserved
Staying on the Rails
© Shawn Casemore 2013. All rights
reserved
Engagement Traction
© Shawn Casemore 2013. All rights
reserved
Engaging Stakeholders
© Shawn Casemore 2013. All rights
reserved
Summary
© Shawn Casemore 2013. All rights
reserved

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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