Achieving Operational Excellence

“When it comes down to operational excellence, there are a couple of ways that people get there. One is a culture where people are punished if they don’t execute well. The other is where people have a set of shared and aligned objectives and a pride in what they’re trying to accomplish. That culture is sustainable.”Keith Williams, President and CEO, Underwriters Laboratories

“Isolationist mindsets, indifference to other departments’ needs, office politics, and department priorities trumping corporate priorities prevent the achievement of true operational excellence.”The conference board CEO challenge® 2013.

Our training programs are built from a recognition of the complex interplay between leadership vision, team contexts, individual job-crafting and organizational culture.

We can help you turn your broad strategies of raising employee engagement and breaking down internal silos into tangible, progressive grass-roots improvements.

Participants will improve key emotional and social competencies within and across team contexts as they build deeper understanding of their own values, find meaning in their work, and seek resonance and alignment with the organization’s purpose and leadership vision.

 Research Confirms the Link Between Engagement and Organizational Outcomes


Harter (2010) investigated the link between employee engagement and organizational outcomes. This meta-analysis of longitudinal studies in over 2000 business units in 10 large organizations with over 140,000 respondents, demonstrated that employee engagement affects business performance measures such as employee retention, customer loyalty, business unit revenue, and business unit profitability.


Aon Hewitt (2011) also found “a strong correlation between employee engagement and financial performance, even in turbulent financial times.” Organizations measured with high levels of engagement outperformed the stock market with 22% higher shareholder returns than average in 2010, while organizations with low levels of engagement underperformed with 28% lower shareholder returns than average.


In a recent Harvard Business Review article Harter estimated that the benefits of high performing long-tenured talented and engaged employees over the performance levels of average employees are in the order of $6 million per 1000 skilled production and support staff and $12 million per 1000 highly educated professional staff. The estimated benefits of such engaged staff when compared to disengaged staff were $12 million and $23 million respectively.

 Global Survey Reports Raising Employee Engagement as #1 Strategy toward Operational Excellence

The conference board CEO challenge® 2013 reported Operational Excellence as one of the top five challenges for business leaders globally. Respondents ranked raising employee engagement and productivity as their #1 strategy to address this challenge, with breaking down internal silos also featuring prominently (#3 globally).