Global Process Excellence (Part 2) … Defining the Roadmap to Achieve Best In Class Results

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Global Process Excellence” was to be the platform on which we would propel the company’s Operations upward toward Best In Class status.  Our Call To Action objectives were clear:

  • We had a clear requirement to improve our profitability
  • We needed to respond to customer expectations for increased value and a consistent, exceptional customer experience in all Distribution Centres
  • We needed to lean out the operations and improve our productivity
  • We needed to create Best in Class capabilities
  • We needed to enable profitable growth on the back of an enhanced Operating model, capacity and capabilities
  • And we needed to unleash the tremendous experience and expertise that resided within our employees

Now we needed to formulate our Roadmap: the Approach, the Mandate, a set of Ground rules, and a process of Governance to bring together everything that would now be called Global Process Excellence.

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Stop your Project from becoming “Just another Program”!

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Many projects start off with very lofty objectives.  And with a lot of work and a little luck  those desired results are often achieved.  In every case those results usually have been achieved within a certain timeframe and with a lot of momentum.

Yet once you achieve those goals in many respects the energy and momentum which got you there may start to fade.  Yet your work has just begun.  The next question that always comes up is whether you can sustain, and further improve, those results.

Additionally if you are trying to drive Cultural Change and long term transformation after a while your initial project may become stale and your participants demotivated or distracted.

To avoid your project becoming “just another program” you need to proactively recognize when your project needs to be reinvented or rebooted to avoid irrelevancy and the back-sliding of your results.

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Global Process Excellence (Part 1) … A Journey From Disarray To Best In Class!

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My first Management job was on the Manufacturing floor on 3rd shift.  It was company policy … anyone’s first Management job was in Manufacturing.  The principle was sound: to really understand how the business operated you needed to be at the very core of what it did, which in this case was Manufacturing.  Only then could you really learn the business and how to work with people.

So as I started a new job further along in my career, with responsibility for Distribution Centres around the world, I knew that I was not going to learn what I needed to know from behind a desk looking at Powerpoint slides with pictures and statistics.  I needed to go to each and every facility and learn about the operation right from the floor.

I spent the next 2-3 months on the road.  For my direct reports this pace was unprecedented and I went to locations that no other Executive had been to.  While at the facilities I didn’t want to do the “Tourist” tour.  I wanted to spend time doing an in depth tour of the entire facility, literally walking through every operation, meeting the people and understanding each process, the metrics, the organization, the products and the customers.

Only then would I have the basic understanding and credibility necessary to define the strategy we needed going forward.  This was the start of what we soon named “Global Process Excellence”.

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Joining a New Company? Be a Positive Impact Player to Succeed!

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I have seen many people join a new company or leave for another company.  While I don’t have the precise statistics it is fair to say that as many as half of the people joining a new company will do well.  However atleast half of these people will struggle in their new roles and in their new companies.  Many will fail altogether.

What makes someone more or less successful when making such a career move?  What are the environmental factors which affect this outcome?  And most importantly what is it that the new employee does or doesn’t do that makes them succeed or fail?

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High Performance Organization and Culture (Infographic)

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We have written many blog posts about Change Leadership and Culture Change.  At its core the overall objective is to create a High Performance Organization (HPO).  For a truly High Performance Organization is one in which their will be high morale and an innate ability to achieve superior results for all stakeholders in the company.

There are relatively few High Performance Organizations.  More importantly there are many, many companies that are actively on the journey to become an HPO.

In our experience in driving Game Changing results we have found a set of  tools and behaviours that are integral to creating a High Performance Organization.  We’ve captured much of that content in the following Infographic.

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Change Leadership – Attack on all Fronts for Success!

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Have you ever tried to make large improvements for some aspect of your business only to find that after a period of time you feel like you are  pushing on a balloon?

Have you ever lead, or participated in, a project with some very lofty targets only to find that you come up short of your goal because of unforeseen circumstances or unaddressed factors?

Have you ever got into a project only to find that someone else’s objectives seem to be in conflict with yours, and these competing objectives ensure that you will not succeed?

Stuff happens!

And stuff will continue to happen.  So you need a Project Change Management Strategy to deal with the inevitable obstacles and influences that make achieving your goals more difficult.  In my experience, a very powerful approach to help ensure your success is to Attack On All Fronts!

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Integrate a Change Leadership Work Stream in your Transformation Program!

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The nature of the results you are trying to achieve will determine the type of change you need to create.

If you are making changes to a very small part of your job then your focus is very localized.  If you are leading a project solely aimed at achieving a specific result then your change management focus is somewhat larger.   But if you are leading a business-wide long term transformation then you need a comprehensive Change Leadership work stream and strategy.

While there are similar elements in driving change at any of these levels, the broader transformation requires a well thought out, well articulated Change Leadership program to be in place to lay the foundation for, and govern, your transformation.

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