Paul was a member of the advisory board for OPEX & Business Transformation Europe, and on Tuesday 8th of October 2019 he will participate in a panel discussion to evaluate the importance of data analytics within core business strategy. We spoke to Paul about his career, how he has utilised data analytics and obtained his guidance for incorporating analytics within an improvement programme. Check out the exclusive interview with real life case studies.
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.
Here, we share essential insights from Peter’s 28-years of experience in the change sphere and his personal building blocks for continuous improvement.
It is becoming increasingly clear that enterprise-wide collaboration is a critical ingredient for success. With insight from Katie McConochie, Senior Director of Process & Change at Inmarsat and our research from our recent benchmarking report, this new interactive content piece explores:
The tricky aspect of transformation is that it has to happen in plain view and the margins for error are tight. Unlike a caterpillar turning into a butterfly, most businesses can’t afford to disappear for a few weeks while the metamorphosis takes place. There is also the perceived risk of making the change in the first place: if everything is going reasonably well, a business leader might think, why transform?
Explore the 2019 PEX Report for insights into the current state of Process excellence in Europe.
In the run up to OPEX Europe 2019, the PEX Network spoke with Gino d’Hont from innogy SE to see how RPA and Process Mining are impacting business processes at innogy SE and how they have utilised these tools to overcome the challenges of wider transformation.
Download the full interview today
What is the better way of structuring your organisation? Do you ensure that all processes, policies and communications come from one place in a centralised model – and risk missing a trick in a local market? Or do you let each region operate autonomously – and risk huge differences in quality, service and expectations between locations?
Process Excellence doesn’t happen by accident. The output of any system will tend to be informed by the quality of the foundations laid and the instructions followed. There is no recipe for success, but there is a formula for giving you the best chance.