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, Tale
nt 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