Let’s unpack this a little more and then please feel free to comment:

Given my previous blog entry around the problems with the “silver bullet” mentality to solve operational management issues, I wish to emphasise my belief that by getting the day-to-day running of an operational management area to be “optimised”, a minimum of 20 and up to 50% productivity gain is easily possible – while working with the existing operational parameters (the as is) before spending huge effort (time, money) on the move to a new future view (the to be).

This then underpins the understanding of the current situation, generates productivity gains and becomes the “measurement system” to understand what is required to migrate to the “to be” in a more controlled and structured manner.

Broadly speaking operational management should:

• Define what you have in terms of current processes
• Apply real-time operational metrics to unlock the understanding
• Gain control of the current operational space by applying a tried, tested and proven operational management methodology
• Deliver rapid productivity gains
• Understand the type and appropriateness of interventions (combinations of items mentioned under the “silver bullet” point above) and be able to measure their impact in transforming from the “as is” to the “to be” environment in a controlled fashion.

And yes, be able to do this before, during or after other initiatives….

Do you agree or can you share your experience of chicken or egg?  Please comment and we can get some debate going.