Achieving Operational Excellence by Rethinking Progress Processes

In a Forbes opinion piece, the author contends that the very processes intended to drive progress often become the primary obstacles to achieving operational excellence. This paradox stems from a significant "leadership failure," where leaders become too disconnected from their organizations' daily realities to recognize the extent of systemic dysfunctions. This disconnect fosters an "illusion of progress," masking deep-seated inefficiencies and leading leaders to operate at what the author describes as "-60%," perpetually reacting to problems rather than proactively driving evolution. The author argues that this failure traps companies in "quicksand" environments, characterized by complacency and stagnation. The proposed solution is a shift toward "reinvention," which involves leaders re-engaging with frontline operations and empowering their teams to champion continuous improvement. Ultimately, the article asserts that achieving true operational excellence necessitates leaders confronting the dysfunctional nature of their current processes and strategically realigning them to foster genuine transformation, rather than mere temporary solutions.