Operational excellence is about more than just machines and processes; it’s about people. A COO can implement all the lean manufacturing principles in the world, but if the workforce is disengaged, the improvements will be short-lived. In my experience as a leader, I’ve found that the most effective way to drive operational excellence is to focus on the human element of business. My approach is to cultivate a culture of trust and transparency that empowers every employee to be a part of the solution, not just the process.
The Problem with a Disconnected Workforce
A common blind spot for businesses is the disconnect between the operational team and the company’s strategic goals. The people who are on the front lines every day are often the most knowledgeable about where inefficiencies and bottlenecks exist, but if they don’t feel empowered to voice their concerns or suggestions, those valuable insights are lost. This leads to a sense of frustration and disengagement, which directly impacts productivity and profitability.
My unique background as an “operational CFO” has given me a deep understanding of how operational decisions directly impact financial outcomes. I know that a focus on human capital—on employee retention and talent development—is a strategic imperative that directly drives enterprise value.
A New Approach to Operational Leadership
My approach to operational leadership is a methodical process designed to ensure that your people are aligned with your processes and your financial goals. This includes three key areas of focus:
1. Building a Culture of Trust and Transparency: A strong operational team is built on a foundation of trust. By fostering a culture where communication is open and honest, you can empower your teams to take ownership of their work. A leader must be visible and accessible, working with employees to address their concerns and ensuring that everyone understands their role in the company’s mission.
2. Investing in Talent Development: Your existing workforce is your greatest asset. My experience has taught me that investing in talent development can lead to a more resilient and innovative team. I will work with your teams to implement initiatives like rotational and intern programs, fostering a culture of continuous learning and growth. These efforts not only improve morale but also uncover hidden talent that can be a source of future leadership.
3. From Process to People: The goal is to move beyond simply optimizing processes and to empower your people to be active participants in a culture of continuous improvement. This means giving your employees the tools and training they need to leverage new technologies and streamline their workflows. By implementing lean methodologies, a COO can empower a workforce to take ownership and turn a culture of frustration into one of peak performance.
Don’t let a disconnected workforce hold your operations back. By partnering with a fractional COO who understands that people are the heart of operational excellence, you can build a more productive, resilient, and profitable enterprise. Your operations, optimized. Your success, realized. Let’s talk about how to transform your people into a source of competitive advantage.
