Operational Leadership Newsletter
Operational performance does not improve because a company has a good strategy, a new system or an ambitious transformation programme.
It improves when leaders turn those plans into better decisions, stronger execution and measurable results.
That is why I have launched a new LinkedIn newsletter: Operational Leadership.
The newsletter will explore how leaders across Operations, Supply Chain and Procurement create business performance—and why experienced leaders sometimes succeed in one organisation but struggle in another.
The first edition asks a basic but important question:
Why does Operational Leadership deserve more attention?
It looks at the leaders behind production, delivery, inventory, working capital, supplier performance and operational transformation.
Future editions will examine topics such as:
- What should operational leaders actually be accountable for?
- Why is a job description not the same as a leadership mandate?
- Does a company need an operator, builder, optimiser or transformer?
- Why is industry experience sometimes overvalued?
- How should operational leadership capability be assessed?
- How are the roles of COOs, Supply Chain Directors and CPOs changing?
Operational Leadership should be treated as a business discipline in its own right.
I invite you to read the first edition, subscribe and contribute your perspective:
What operational leadership capability do companies currently underestimate most?
Here is the link to the LinkedIn Newsletter
#FrankGodbersenPartners #InterimLeadership #Procurement #SupplyChain
#Operations #ExecutiveSearch #Leadership #Manufacturing #Industrial