Blog Posts

Some say operations and strategy don’t mix. After four decades of trying to integrate these perspectives, they might be right. I remember attending a personality styles class years ago to discover our unique style and to deepen our appreciation for others. An outcome I recall was meeting in the middle and joining hands in order to integrate our styles. If we could all do that, the lesson went, we could collectively be more productive, creative, and happier people. Right?  Wrong again, Steve!

At the Center for Operational Excellence, we work alongside our members to foster a problem-solving culture that’s grounded in tried-and-true operational excellence tools, and that’s constant and far-reaching. One way we do that is by connecting industry executives, Fisher College of Business faculty, and our consortium of member companies.

I recently had a conversation with a veteran operations manager about his new company and its plan to deploy a lean strategy. In fact, I often hear lean thinkers describe lean as a strategy. But is it? Lean thinking and practice certainly is strategic in the sense that it is an all-encompassing approach to running a business.  

I was reading yet another article on leadership responses to the COVID 19 pandemic on the importance of “purpose”.  The “why” most call it.  For example, “Leading with purpose and humanity” was the headline in an article on McKinsey’s interview with Best Buy CEO, Hubert Joly. It got me thinking about “why” we embrace Operational Excellence and “why not” look at it a little differently.

At the Center for Operational Excellence, we work alongside our members to foster a problem-solving culture that’s grounded in tried-and-true operational excellence tools, and that’s constant and far-reaching. One way we do that is by connecting industry executives, Fisher College of Business faculty, and our consortium of member companies.