Operational excellence isn’t just a set of tools or frameworks, it’s how people work together to improve what they do, every day. Processes, systems, and technology all have a role to play, but without the right mindset and habits, it’s difficult to excel. Organizations that sustain real progress don’t treat improvement as a one-off project, they make it part of their culture.
In this article, we explore four top tips for making operational excellence work from experimentation to leadership behaviors and everything in between.
1) Create a Culture of Experimentation
Innovation thrives when people don’t fear failure. It flourishes in environments where testing ideas, reflecting on outcomes, and persisting through challenges are supported. Such environments never emerge accidentally; they require deliberate structure and intention.
What truly counts is creating safety for experimentation and acknowledging effort beyond just results. Successful experiments get documented for their winning elements. Failed ones still yield valuable insights. The ultimate aim is to integrate practical experimentation into regular workflow with appropriate time allocation and support mechanisms.
2) Make Continuous Improvement Part of Daily Work
For improvement to stick, it must become embedded in everyday routines. Regular team conversations form the foundation. What’s working well? Where are the struggles? Which solutions might help? These discussions should feel as natural as any other work interaction.
Visibility of performance creates quick response opportunities and helps identify emerging patterns. By spending time observing actual work practices and asking thoughtful questions, leaders develop genuine understanding while building trust. These seemingly small but consistent actions transform improvement from a separate initiative into an integrated aspect of standard operations.
CCi worked with Cargill on a program that brought this approach to life. At the Eddyville site, performance had started to slip. Key metrics were trending in the wrong direction, and the existing improvement projects weren’t making the impact they needed to. In response, plant leadership launched the CCi Accelerate program. The goal was to bring focus, restore accountability, and strengthen project execution across the site.
After just six months, the difference was clear. The plant was running more efficiently, interdepartmental teamwork had improved, and teams were applying processes more consistently. Now empowered employees were more engaged in the work and more confident in solving problems at the source. Read the full case study here.
3) Build Skills Across the Organization
Sustainable improvement requires widespread capability. People throughout the organization need clarity about what excellence looks like and how to achieve it. Start with defining the essential skills and behaviors, then provide multiple learning pathways.
While formal training establishes foundations, real learning happens through application. Hands-on practice in actual work environments builds confidence naturally and guidance from experienced coaches accelerates development. Cross-functional and cross-location knowledge sharing multiplies progress.
CCi worked with Finsbury Food Group to bring this to life. In 2020, the business launched its Operating Brilliance Program with the goal of creating a more unified, scalable platform for performance.
The transformation program helped embed a more integrated approach across functions and sites. The results have been clear: better operational performance, stronger financial outcomes, and higher engagement among employees. Read more about this case study here.
4) Increase Capability Through Leadership
Leadership behavior directly correlates with how deeply operational excellence becomes established. Actions speak louder than words: leaders who actively participate in improvement efforts, utilize the same tools as their teams, and dedicate genuine time to these initiatives demonstrate what truly matters.
Effective leadership also means creating space for others. This includes stepping aside to allow team ownership of processes. It means offering support without imposing solutions. It requires attentive listening before action. Good leaders focus on removing obstacles and cultivating conditions where others can succeed rather than providing immediate answers.
Conclusion: Plan for the Future
Technology can help you move faster and automation can take care of repetitive work. But it’s people who shape the results. They decide what gets better, how fast, and for how long.
Organizations that invest in mindset, behavior, and culture create the conditions for real, lasting progress. When continuous improvement becomes part of how things are done, operational excellence is no longer an initiative, it becomes the way the business works.
About Jay Milligan
Jay has over 30 years of operational leadership experience, championing more than 1000 employees. At CCi he is responsible for the overall strategic leadership of the business and ensuring that CCi delivers value to its clients. Connect with Jay on LinkedIn.