Oct. 3, 2024
By Matthew Brown
In today’s fast-evolving business landscape, the ability to lead through change, foster innovation, and drive process excellence is more critical than ever. To delve into these vital topics, Matt Brown, Partner within Norman Broadbent’s Change and Transformation practice, sat down with Peter Evans, former Director of Service Experience within Business Services Operations (Shared Services) at Lego, in a candid conversation. Peter’s extensive experience across industries and his passion for operational excellence offers invaluable insights for leaders navigating the complexities of transformation. This conversation explores the importance of context in change management, the role of leadership, the impact of technology, and how organisations can cultivate a culture of continuous improvement.
Q&A
Matt Brown: Peter, your career has spanned several industries and roles. Can you tell us a bit about your journey and what led you to focus on process and business excellence?
Peter Evans: Sure, Matt. My journey started in finance, where I spent about 20 years in various roles—product accounting, credit and risk management, you name it. My path to process excellence wasn’t planned; it was more of an evolution. I was with Avis Fleet, which later became part of GE Capital, when I was tasked with fixing a major issue in our payables process. Thousands of invoices were unpaid, and we were on the brink of disaster. It was through this challenge that I discovered my knack for solving process problems.
After we fixed that, I got involved in a pan-European project, which introduced me to ISO 9000 and eventually Six Sigma. That was a turning point. I was thrown into a meeting in Connecticut without even knowing I was about to embark on a journey to become a Six Sigma Black Belt. I didn’t even know what that meant at the time! But that experience, combined with my natural curiosity and love for change management, set the course for the rest of my career.
Matt Brown: That’s fascinating. It sounds like you were very much thrown into the deep end with Six Sigma. You mentioned change management as a foundational element in your career. How do you see the role of context in change management, especially within the realm of process excellence?
Peter Evans: Context is absolutely crucial. You can implement change quickly, but without understanding the broader context—how it impacts people, the business, and the processes—you risk causing more harm than good. Change management is not just about applying a methodology; it’s about understanding the human side of change. Everyone approaches change from their own perspective, shaped by their experiences and current situation. If you don’t recognise this, you’ll struggle to get buy-in and make lasting improvements.
For example, when you introduce a new system or process, it’s easy to assume everyone will see the benefits as clearly as you do. But often, people are deeply comfortable with the old ways, no matter how flawed they may seem. It’s about helping them understand that the change, though difficult, will lead to better outcomes. That requires empathy, patience, and sometimes, making tough decisions about who’s on board and who isn’t.
Matt Brown: I completely agree. It’s one thing to change a process, but another to bring people along with you. Speaking of which, leadership plays a key role in managing this. What’s your take on the kind of leadership that’s required during significant process changes?
Peter Evans: Leadership is everything in these situations. Over the years, I’ve learned that the most effective leaders are those who can connect purpose with action. At Lego, the company’s purpose—to create the builders of tomorrow—resonates through every part of the organisation. It’s not just a slogan; it’s a guiding principle that shapes our vision, strategy, and execution.
One of the most powerful lessons I have learnt during my time at Lego was the importance of storytelling in leadership. When you can build stories around your purpose and use them to connect with people, you can drive incredible change. I remember attending a course called “Purpose to Impact” in Billund, which was a transformative experience. It helped me realise that my purpose had evolved—I was no longer just focused on leading projects but on inspiring and developing others, and that clarity allowed me to plan the next steps in my career.
Matt Brown: It sounds like a deeply personal journey. That connection between purpose and leadership is something we often talk about, but it’s rare to see it lived out so fully in practice. Shifting gears a bit, with all the technological advancements we’re seeing, particularly AI, how do you think these tools are going to impact process excellence?
Peter Evans: Technology like AI has immense potential, but we need to approach it with a clear understanding of its role. Before AI, there was RPA (Robotic Process Automation), and I saw many companies proudly showcasing how many bots they had deployed without really understanding what those bots were doing. Often, they were just making flawed processes faster, which isn’t the point.
With AI, we can go much further by addressing the root causes of process inefficiencies rather than just automating the symptoms. AI can help eliminate human errors and optimise processes, but in my opinion, it should enhance human capabilities, not replace them. For instance, at Lego, while we don’t always use the most sophisticated technology, we focus on delivering the best possible service, which is why our customer satisfaction scores are so high. AI should be used to support that level of excellence, not detract from the human elements that make it work.
Matt Brown: That makes a lot of sense. The human element is something that can’t be overlooked, even in the face of technological advancements. On the topic of continuous improvement and innovation, how can organisations foster a culture that encourages these behaviours?
Peter Evans: Continuous improvement is essential, but it’s not something you can force. It’s a mindset that needs to be cultivated. Innovation often comes from facing challenges head-on—whether it’s a service failure or a market shift. Leaders must create an environment where people feel empowered to experiment and make changes. It’s about giving them the freedom to think creatively and the tools to implement their ideas.
Again, at Lego, we encourage innovation by fostering a culture of curiosity, bravery, and focus. We have something called “campfires,” where team members share their experiences of being brave, curious, or focused in their work. These stories create a shared understanding of what leadership looks like in practice, and it’s not just about following a process—it’s about challenging the status quo and making meaningful improvements.
Matt Brown: It sounds like a very supportive environment for growth and innovation. Finally, looking to the future, how do you see the landscape of process excellence evolving over the next five years?
Peter Evans: I think we’ll see process excellence becoming more integrated with the overall strategy of organisations. With the advancements in data analytics, process mining, and AI, we have more tools at our disposal than ever before. These technologies will make it easier to understand how processes actually work and how they can be improved. But it will still require leaders who can connect these tools with the company’s purpose and strategy.
In the future, I believe process excellence will be less about implementing new systems and more about fine-tuning what we already have. The focus will be on making continuous improvements that align with the company’s ethos and deliver real value to customers and employees alike.
Conclusion:
This conversation with Peter Evans sheds light on the critical role of leadership, context, and continuous improvement in driving successful change. As organisations navigate the challenges of today’s business environment, Peter’s insights offer a roadmap for aligning purpose with action, embracing technology thoughtfully, and fostering a culture that thrives on innovation. At Norman Broadbent, we are dedicated to helping organisations lead through change, ensuring they not only adapt but excel in an increasingly complex world.