Abstract
Several times a year, over the last decade, in multiple Operational Excellence (OPEX) focused conference workshops, we have asked the same question. What’s the #1 obstacle to successfully deploy OPEX? The #1 answer has invariably remained “lack of top management commitment”.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Bandura A (1977) Self-efficacy: toward a unifying theory of behavioral change. Psychol Rev 84(2):191–215
Docherty P (2005) Uncommon practices, exceptional results, Docherty P (2006) i-nexus White Paper
Docherty A (2006) Why lean Six Sigma programs fail, Docherty A (2006) MBA dissertation, Warwick Business School
Gupta T (2009) Impact of maturity on performance improvement programs, Gupta T (2010) MBA dissertation, Warwick Business School
iSixSigma (2011) Lean Six Sigma costs and savings, iSixSigma 2011. iSixSigma Website
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2013 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Docherty, P. (2013). How Do We Create Leadership Pull for Operational Excellence?. In: Friedli, T., Basu, P., Bellm, D., Werani, J. (eds) Leading Pharmaceutical Operational Excellence. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-35161-7_24
Download citation
DOI: https://doi.org/10.1007/978-3-642-35161-7_24
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-35160-0
Online ISBN: 978-3-642-35161-7
eBook Packages: Business and EconomicsBusiness and Management (R0)