In the meantime, the lack of strategic vision and objectives for success dilutes a company’s focus the lack of understanding about what the company can do impacts the effectiveness and the efficiency of its business operations causes seriously unnecessary operating costs the un-excellence of quality assurance activities results in product and service quality that does not meet customer’s expectation and satisfaction. Many companies have tried operational excellence improvements in cautious, experimental and tentative steps, but the results have not been forthcoming. The company heroes must tame the present-day dragon of operational un-excellence. Wasted time and resources take away the opportunities that could be used to reinforce the company in its building of core competencies and capabilities for new technologies and product generation, stronger market penetration, better customer satisfaction, higher profits, etc. The un-excellence of our existing operations forces us to waste precious time and resources in the efforts that do not contribute to the company success. These are the fears of the present-day “ operational un-excellence dragon” that a company must conquer and tame in order to achieve business greatness. The lacking of a unified vision, the un-inspirational business strategy and objectives, the lack of understanding for what the company needs to do and what it can do to achieve those strategies and objectives, the in-effective and in-efficient business operations, the uncertainty about the progress and status of the company efforts, and the stagnation of business operational performance these are all the fears of operational un-excellence that always keep a company from achieving success. In other words, the company must achieve the “excellence” for all of its business operations and activities – the achievement of business operational excellence.
It must have the visibility to what it does so it can have the best solutions and make the right decisions, and it also must continuously improve its work to sustain its achievements and success. It must be effective and efficient in its execution of the strategies. It must have all the stakeholders aligned to support the strategic objectives, along with having the necessary capabilities in order to achieve them. Its people must be clear on why the company’s strategies and objectives are necessary. The company must clearly define the business objectives it wants to achieve and what strategies it needs. However, to satisfy these “have tos” is no easy endeavor, it requires the entire company and its people to do many things and to do them right. These are success factors that will propel us to the top of the industry.
We have to consistently and constantly create new leading edge technologies and products and as we are doing so, we have to achieve exceptionally strong revenues, un-imaginable profit, dominate market share growth, have total customer satisfaction and absolute employee loyalty, etc. So it may be better for the conclusion of the previous story – instead of slaying the dragon, our legendary hero would tame the dragon, ride it into history and live successfully thereafter.įor us to be a legend in the industry, we have to be extraordinarily successful in whatever the measurements are for our business. The dragons then became a part of the deities’ magical capabilities in flying, destruction, weather making, etc. Instead, with all of their powers, the oriental deities tamed the dragons for their own uses. The hero of the legend had to battle his way through and slay the dragon to earn his place in history and live successfully thereafter.įrom the land of the ancient oriental, dragons did not need to be slain. Legends from medieval times often mentioned the evil dragon – a fearsome creature with destructive power and the tendency to do harm to people that it comes across that guarded the entrance to a treasure laden palace, a symbol for the ultimate achievement in life.
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