An executive survey this year found that businesses globally have collectively spent over $2 trillion in 2019 on digital capabilities with the aim of achieving OPEX, while 40% of survey takers confirmed they saw a direct boost in their operational efficiencies by going digital. Looking beyond the staggering expenditure, it is also important to note the non-monetary effects of a failing OPEX programme and the ways we can mitigate these.
Identifying open risks at the planning stage and preparing mitigation in advance
Defining ownership across the business to navigate gaps and reduce operational complexities
Implementing key controls and checks to facilitate smooth implementations
Along with a rock-solid strategy, OPEX has always depended heavily on ‘Execution Excellence’. From strategy deployment, performance management, and continuous improvement to organisation excellence, leadership, and culture – the role of OPEX goes far beyond smooth administration. Leading industry experts have repeatedly stated that the only successful OPEX strategy is the one that covers multiple aspects of a business and not just operations.
Have you considered if the below responsibilities belong to your OPEX leader?
How does an OPEX leader drive data excellence?
Risk Management: What are the best means to incorporate risk functions in your OPEX programme?
Can data mining and process mining align?
The role of an OPEX leader in moving from cost optimisation to value generation
Check out the incredible speaker line-up to see who will be joining Zoeb AA.