I now tend to say that operational excellence is a degree of management that is more concerned with moderate and continuous efficiency improvements of a mature process. Here I like to say it is more like maintaining and enhancing the healthy conditions of an adult in his late thirties, forties and beyond.
Another layer or track is that which is more concerned with leading, managing and executing initiatives that will introduce more than avarage improvements in the process - i.e more like medium changes or relatively bigger improvements to the existing processes, people skills or technology. This corresponds to the young adults including the teenagers with their relatively faster pace of change and growth and higher risk.
The third layer is more related to the very young creatures i.e infants and early childhood with its very fast pace of growth and change and with its very high risks and high rates of fatal illnesses if not handled with special care and attention. Yet this layer is where the crucial future is built.
Now looking at the above reasoning it becomes clear that the above different groups of entities can not and should not be treated and handled by the same logic or line of thought process no matter how good that process for a particular group of people or entities of the same category.
The Chief Operating Officer should manage the operational domain.
Domains associated with big forward planning and improvements initiatives need to be lead and managed by another line of leadership and management.
The innovative layer has its own set of domains and these need to be lead and managed by innovation leadership and management.
Zaki Mubarak
Another layer or track is that which is more concerned with leading, managing and executing initiatives that will introduce more than avarage improvements in the process - i.e more like medium changes or relatively bigger improvements to the existing processes, people skills or technology. This corresponds to the young adults including the teenagers with their relatively faster pace of change and growth and higher risk.
The third layer is more related to the very young creatures i.e infants and early childhood with its very fast pace of growth and change and with its very high risks and high rates of fatal illnesses if not handled with special care and attention. Yet this layer is where the crucial future is built.
Now looking at the above reasoning it becomes clear that the above different groups of entities can not and should not be treated and handled by the same logic or line of thought process no matter how good that process for a particular group of people or entities of the same category.
The Chief Operating Officer should manage the operational domain.
Domains associated with big forward planning and improvements initiatives need to be lead and managed by another line of leadership and management.
The innovative layer has its own set of domains and these need to be lead and managed by innovation leadership and management.
Zaki Mubarak
