Resolve conflict about cross-departmental operational excellence without leaving residue.
Leading Operational Excellence Initiatives Across Departments
Turn cross-departmental operational excellence from a stated policy into a practice your organisation can evidence.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on cross-departmental operational excellence, which nobody trained them for. When this area of organisational leadership is unclear, people default to protecting their own function. The programme works equally well for those formalising the wider organisational leadership agenda for the first time and those improving an existing approach. What blocks progress on cross-departmental operational excellence is usually unclear ownership rather than unclear intent. Post-incident reviews keep identifying weaknesses in the organisational leadership discipline that were visible long before the incident. Participants take away a working set of documents supporting the organisational leadership capability, ready to be adapted internally. The course sets out a working method for cross-departmental operational excellence that participants can apply the week they return. Sessions alternate between guided analysis of this strand of organisational leadership and supervised application. It closes by agreeing the smallest change to this area of organisational leadership that would make a visible difference.
Expected Learning Outcomes
Set direction on cross-departmental operational excellence that people can act on without further interpretation.
Set the minimum documentation for cross-departmental operational excellence that is genuinely necessary, and stop there.
Delegate responsibility for cross-departmental operational excellence without losing sight of the outcome.
Review contracts and agreements for the obligations they create around cross-departmental operational excellence.
Adapt recognised practice on cross-departmental operational excellence to local constraints without hollowing it out.
Hold difficult conversations about cross-departmental operational excellence early, while they are still small.
Who Should Attend
Department heads and senior managers accountable for cross-departmental operational excellence.
Consultants coaching leadership teams on cross-departmental operational excellence.
Newly promoted managers taking on cross-departmental operational excellence for the first time.
Specialists advising senior management on cross-departmental operational excellence.
Planning staff whose forecasts and budgets are affected by cross-departmental operational excellence.
Board members and non-executives overseeing cross-departmental operational excellence.
Course Modules
Cross-departmental operational excellence: performance, standards and consistency
2 sessions · 8 pointsSession 1Delegating cross-departmental operational excellence without abandoning it
- Set the review point at which cross-departmental operational excellence will be reconsidered.
- Establish the boundary of cross-departmental operational excellence and record what sits outside it.
- Decide what you will delegate on cross-departmental operational excellence and what you will not, and say why.
- Review a past decision on cross-departmental operational excellence and state honestly what you would change.
Session 2Recovering after a visible mistake on cross-departmental operational excellence
- Build the competence framework that supports cross-departmental operational excellence.
- Name a single owner for each element of cross-departmental operational excellence.
- Agree the smallest change to cross-departmental operational excellence that would be visibly useful.
- Ask the team what they think is wrong with the plan for cross-departmental operational excellence.
Cross-departmental operational excellence: influence across functions you do not control
2 sessions · 8 pointsSession 1Who answers for cross-departmental operational excellence, and to whom
- Reduce the variation in how cross-departmental operational excellence is carried out between teams.
- Agree what will be standardised in cross-departmental operational excellence and what will not.
- Identify your successor for cross-departmental operational excellence and the gap they need to close.
- Set escalation thresholds for cross-departmental operational excellence that work out of hours.
Session 2Saying the thing about cross-departmental operational excellence that nobody wants to say
- Set the decision rights on cross-departmental operational excellence: who decides, who is consulted, who is told.
- Identify where judgement in cross-departmental operational excellence is legitimate and where it is not.
- Name the person accountable for each part of cross-departmental operational excellence, not the committee.
- Agree the standard on cross-departmental operational excellence and confirm it applies to everyone.
Cross-departmental operational excellence: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Reading the room before proposing cross-departmental operational excellence
- Recognise publicly one person whose work on cross-departmental operational excellence went unnoticed.
- Identify single points of dependency in cross-departmental operational excellence and reduce them.
- Test whether the team can explain cross-departmental operational excellence in their own words.
- Define the trigger that would require cross-departmental operational excellence to be redesigned.
Session 2Deciding on cross-departmental operational excellence when the information will never be complete
- Identify the conversation about cross-departmental operational excellence you have been postponing, and schedule it.
- Verify six months later that changes to cross-departmental operational excellence have held.
- State the outcome expected from cross-departmental operational excellence in a single sentence anyone can repeat.
- Assess the workload cross-departmental operational excellence adds and what you will remove to make room.
Cross-departmental operational excellence: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Reviewing cross-departmental operational excellence when nothing has gone wrong
- Rank the weaknesses in cross-departmental operational excellence by consequence rather than by ease of fixing.
- Build the internal briefing that explains cross-departmental operational excellence to those affected.
- Confirm that those complying with cross-departmental operational excellence understand why it exists.
- Prepare how you will respond when cross-departmental operational excellence is challenged publicly.
Session 2Getting other functions to support cross-departmental operational excellence
- Remove steps in cross-departmental operational excellence that add effort without adding assurance.
- Give one piece of specific feedback on cross-departmental operational excellence within the week.
- Define acceptance criteria for cross-departmental operational excellence in advance.
- Confirm that the people affected by cross-departmental operational excellence heard it from you first.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.