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Operational Innovation

By Dale Lawrence In today’s environment, where operations need to keep growing capabilities, the Lean methodology will help drive efficiencies, build sustainable growth and ensure your business can scale regardless of the type of operation. The approach is the same whether you have a start-up in the growth phase and straining to scale effectively or a back-office support team that is overwhelmed with sudden volume. Going back to the fundamentals of Lean as the toolkit will help you identify the gap and provide ways to improve. During COVID, the need for Lean is even more important. Focus on the operations as a

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By Dale Lawrence Often, organizations focus on either culture or customer experience or operational excellence as independent activities without seeing that they all are interrelated. In fact, the customer doesn't really care about the company culture or the operational success but will feel the impacts from both. When it is time for the customer to reflect on their loyalty and determine if they with re-purchase, their decision will be based on the overall historical relationship and interactions. In effect, whether their needs were met with the least customer effort. The company must see the customer journey, the employee engagement and the

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By Madison Hanscom, PhD Organizations must continually change and adapt in order to sustain improvement in this dynamic world. Without change, companies risk falling behind and losing the competitive edge. Researchers are developing a picture of what leads to successful change and what factors contribute to failure, because unsuccessful change can be disruptive and expensive. For example, it is known that having a proper diagnosis before the change, forming a clear vision, mobilizing energy, removing barriers, developing knowledge and skills for the change, setting goals, and implementing feedback are all crucial components of successful transformation. Another critical component is supportive leadership. What

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By KyoungHee Choi While culture is widely recognized as an important lever to grow brands, increase productivity, improve revenue while improving safety and customer experience outcomes, many organizations still find to drive and manage something that feels intangible. In challenging times, it may seem hard to invest time and resources into something that can’t easily be measured, like “company culture”. Especially when the very survival of your company itself is at stake. However, culture is far more than an abstraction. It is critical to bringing your values to life and to driving business success. In challenging times it’s even more important

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Josh Williams, Ph.D. Psychologists use the Diagnostic and Statistical Manual of Mental Disorders (DSM) to diagnosing mental and personality disorders. This classification and diagnostic tool identifies issues that disrupt people’s ability to maintain relationships, achieve goals, and experience fulfillment. Renowned psychologist Martin Seligman is one of the pioneers of Positive Psychology which essentially flips the coin and examines behaviors and characteristics of flourishing. He and University of Michigan psychologist, Chris Peterson, set out to find these characteristics across numerous cultures and throughout different periods of history. They spoke with historians, sociologists, economists, and philosophers and identified the “high six” virtues and behaviors

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By Dale Lawrence While most leaders have adopted a plan of not bringing every employee back to the physical workplace, what is unclear is “how long?”, “how is this impacting my strategy?” and “what impact will this have on my business, partners and customers?”. Without a clear understanding of the long-term impacts of Coronavirus on society and specifically the economy, many leaders are unable to project far into the future business planning. Not only does this impact budgetary planning for capital and operating expenses, it changes how leaders look to growth, partnerships, supply chains, business improvements and customer experience initiatives. In fact,

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