Five Dos & Don'ts for Digital Transformation

Five Dos & Don'ts for Digital Transformation

In this article we look at key tips for change across innovation, strategy, digital and technology, process and people and culture. The PEX Network drew on its vast network of process experts to collate a checklist of things you should be doing, and the traps to avoid. Also including an award-winning business transformation mini case stay from Veolia Apa Nova Bucharest!

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An OPEX Leader's Guide to: The Automation Journey

An OPEX Leader's Guide to: The Automation Journey

We are all seeking faster, leaner and more efficient processes and there is little doubt that automation tools are of the most powerful solutions for making this a reality. But with 70% of digital transformation efforts ending in failure, the decision of how, when and where to introduce this technology into your organization should not be made lightly.

With insight from OPEX Week 2020 speaker Mike Lamendola, Director of Operational Excellence and eProcess solutions at Covance Incwe break down critical factors to consider when embarking on your own automation journey.

Points covered include:

  1. The early stages
  2. Choosing the correct technology
  3. Creating the right foundation
  4. Lessons learned
  5. Looking ahead
  6. Three actionable steps
The Building Blocks For Continuous Improvement

The Building Blocks For Continuous Improvement

Over the past 15 years, LEGO has achieved what has come to be appreciated as the greatest U-turn in corporate history. In 2004 the Danish-born company was drowning in $800m of debt and was being hit by a 30% loss in sales year-on-year.

Despite being arguably the most recognizable toy brand on the planet, 50 years on from it’s inception the plastic brick-maker was struggling to stay afloat in the midst of a rapidly changing market. Verging onto bankruptcy, something had to change.

With the appointment of new CEO Jørgen Vig Knudstorp that same year, LEGO underwent a transformation that radically rebuilt the core business, brick by brick. By 2005, the company had turned its first profit in two years, it quadrupled its return between 2008 and 2010 and in 2015 it announced profits of $660m. Key to this transformation was the implementation of a culture of continuous improvement that had the strength and longevity to keep up with the company’s unprecedented growth.

On the 22nd of January 2019, Peter Evans, LEGO’s Director of Continuous Improvement in Business Service Operations demonstrated how your business can scale up its change capabilities in the face of growth at the 20th OPEX Week: Business Transformation World Summit in Orlando, FL. Here, we share essential insights from Peter’s 28-years of experience in the change sphere and his personal building blocks for continuous improvement.

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