Operational Excellence provides managers with a sustainable advantage by giving them the ability to continuously improve their organizations’ decision, investment and asset performance, service delivery and human resources capabilities. Operationally excellent organizations possess the processes and structures - “intangible assets" - that give them the visibility, control, tools and management practices necessary to drive greater operational effectiveness and efficiency. In other words, Operational Excellence requires business-technology convergence: the art and science of managing business and technology as one.

Convergence is achieved through certain organizational “constructs,” such as management behaviors, which have been identified in research and confirmed in practice. These constructs establish a foundation on which corporations can build operationally superior business models and service delivery functions. As a result, they ultimately yield superior financial performance for the enterprise as a whole.

The findings suggest that Operational Excellence as a stand-alone strategy is not enough. Growth may require a multi-focused strategic focus that includes the other vertices of the Transformational Triangle: Business Agility and Sustained Innovation.

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