Do you manage OPEX as part of your strategy ?

As we said in a former contribution, successful companies perform in 3 domains: they have a clear vision and strategy, they succeed in executing that strategy, but above all, they also perform and excel in their operations. Performing in operations means that companies and non-profits, first of all need a clear vision on their operations objectives – how performing do we want the be? But secondly, companies need to manage the drivers of their performance. The latter is essential and most of the time a really underestimated challenge… and sometimes even considered as a burden…

Are you managing your performance-drivers?

Believe me or not, but most companies don’t. At least, most companies don’t manage them all. And only a limited number manage them consciously ‘integrated’ or ‘orchestrated’… Processes, quality, performance, effectiveness, people, automation, risks, change, customer expectations, services or service-level, … Whenever managed, these drivers are often managed by different teams, probably with different objectives, within different governance bubbles, using different reporting lines, and so on…

Identify where you stand!

My company developed an ‘OPEX Maturity Model‘ © that supports your organization or company identifying how good you are managing your performance drivers. The ‘OPEX Maturity Model’ © has been developed, based on a ‘weighted’ scoring of your OPEX-essentials: it reveals clearly and opposable where in your organization and on which aspects or drivers you should focus on the short term – those drivers that will bring you the highest added value. Our model offers you a sequential insight in how your company is moving in the right direction…