How can your organization grow operationally at no additional cost while improving services?
20% untapped potential in organizations due to an ingrained focus on the delusion of the day.
This is the daily practice at many organizations. A way of working, historically grown, and ingrained in daily routines of employees and managers.
Improvement is often sought in applying other methods and models. These are employed to achieve new insights and results. But then it turns out that a process of rashly cutting from models and pasting on one’s own organization is not always effective.
The human factor makes a difference at all levels of the organization when these methods and models are connected to one’s own knowledge and experience in daily work. People add the following all-important ingredients.
WILL determines the choices people make individually and collectively in their daily work. Wanting to excel in service delivery is a choice that is only made when people in organizations truly inspire each other and challenge each other professionally at every level. Such that people feel connected to the organizational strategy and are willing to put the best of themselves into it. Here it comes down to whether we really want and are willing to overcome obstacles.
CAN gives the organization the knowledge, strength and skill needed to excel in service delivery. It is the result of learning processes intertwined with daily work. These learning processes are the engine by which the team’s energy is always focused on continuous improvement and the controlled maintenance of a high level of performance. This requires an attitude of curiosity and a working climate in which there is room for learning and experimentation.
DARE is a prerequisite for learning and discovery. It is above all a way of thinking. Recognizing limiting patterns and being able to break through them. Daring to go off the beaten track and daring to experiment. Always daring to investigate and apply new possibilities. Always taking a sharp look at the difference between the set goals and today’s performance and being driven by this very distance. DURVEN only arises in an environment where people have confidence in each other and in themselves. Where people do not laugh at each other and differences are used as strength for the benefit of the whole.
DOING is the superlative of WANTING, CANNOT and DOING that transforms behavior into action and results. It gets work done, helps customers and sells products or services at the heart of the organization. DOING is the visible element of the M-factor and we use it to discuss the feelings, thoughts and qualities from the other elements. DOING not only leads to actions and results but in turn determines human learning by directly influencing the WILL, CAN and DARE. Learning from actions (action learning) is therefore one of the most powerful forms of learning. It requires focus and persistence. Learning to do and doing to learn.
The four ingredients mentioned are inseparable and together form the human factor that makes all the difference in organizations. Without WILL, CAN, DARE and DO, operational excellence remains a concept and a collection of pretty words and pictures.
People make the difference. With that, a transition to operational excellence is a process of learning to apply in one’s own practice rather than traditional implementation.
Operational excellence is people work. And that is not limited to a chosen few with a green- or blackbelt. No, it’s about all the people in the organization who together have chosen excellence in service provision as the connecting core value. Day by day and step by step.
‘Craftsmanship is mastery’
Where does your organization stand?
Schedule a 30-minute appointment here so we can explore potential opportunities together.
Want to know more about applying operational excellence in your organization to achieve exceptional levels of service for your customers? Feel free to contact me.
Aris van Bijsterveldt
+31 (0)6 53251375
aris.vanbijsterveldt@opexpro.nl
