When You Need A Swiss Army Knife in Business

Lately I have met several organizations that are at a crossroads in their own evolution. Many companies realize the importance of things like strategy, change management, process improvement, strategic communication, and employee engagement. However, these organizations are making tactical decisions on the direction of these areas versus truly looking at this from a strategic perspectives.

Instead of hiring several different individuals or creating separate teams all focused on doing the same thing, companies today should should focus on bringing all their Operational Excellence activities under one team working directly for the CEO or President of the company.  This group should be led by a senior leader that sits at the same table as the companies other leaders.

This Swiss Army Knife professional–SVP/VP, Operational Excellence–should manage things like:
– Strategy development, execution, and change
– Performance optimization through process, product, and functional continuous improvement
– Strategic communication inside and outside the organization
– Strategic human capital management to include education, training, and development and employee satisfaction, commitment, and engagement
– Information and innovation engagement

This team does not need to be big…depending on an organization’s size, it could be as small as three or four people.  However, it should leverage other support areas throughout the organization, like Human Resources, Finance, IT, etc. These organizations would not report to the position, but work with the position.

Today, some organizations have some or all of these activities occuring, but they are scattered across the organization and have very little singular direction. By bringing the functions together into a small effective team, an organization is equipped to deal with the challenges of today and the future.

Of course, the leaders of these types of organizations have to have a solid understanding of all these functions at strategic, operatiomal, and tactical levels and not focused on creating some massive sandbox of people with various skills. They need to be highly skilled with a focus on lean and mean.

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About johnrknotts
John Knotts is a results-oriented business professional leader, manager, and supervisor with experience from the military, small business, several nonprofits, and is currently a management consultant. Working out of the San Antonio, Texas, he retired from the Air Force in July 2008 and worked with Booz Allen Hamilton from the end of October 2008 to December 2011. Now he is a Strategic Business Adviser with USAA. John leads large and small strategic transformations and has extensive experience in the areas of change management, strategic planning, process improvement, strategic communication and marketing, strategic human capital and resource management, education and training, facilitation, organizational design and development, modeling and simulation, financial and budget analysis, activity based costing and management, quality management, competitive sourcing and privatization, leadership development, and business development.

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