In a world where industrial sectors like mining, manufacturing, and heavy industry often rely on conventional approaches, Ted Iverson has spent three decades proving that meaningful transformation is possible in even the most traditional environments.
“People who know all the words and their definitions but have never really been immersed in an organization where a meaningful purpose guides their actions and decision-making, where talent is really nurtured and engaged,” explains Iverson, describing the challenge he frequently encounters. His work has consistently demonstrated that no industry is too old-school or set in its ways to achieve breakthrough performance.
The results speak volumes. In 2023, Iverson’s clients made history by becoming the first mining companies ever to receive the prestigious Shingo Prize, widely recognized as the global standard for operational excellence. These weren’t just incremental improvements – they represented fundamental shifts in how these organizations operated.
“The global standard for Operational Excellence is the Shingo Prize,” Iverson notes. “If you believe that you are one of the best-run organizations globally, you assemble 3 years of benchmark-level performance, with evidence of a highly engaged culture, and you apply for the Shingo Prize.”
What makes his approach particularly effective in traditional industries is his focus on experience over theory. “The analogy I most often use is Chocolate cake,” he shares. “I can tell you what it tastes like, the sweetness, the richness, the moisture, the creamy frosting, etc., but nothing comes close to tasting it.” This experiential approach has proven crucial in environments where skepticism about new methodologies runs deep.
Rather than imposing outside frameworks, Iverson takes leaders to witness excellence firsthand. “I take leaders to the best-run organizations so that they can have a career-altering experience and begin to understand how much better their organizations can be, and we lay the foundation and the aspiration to take them there.”
This method has been particularly transformative in industries with established hierarchies and long-standing operational patterns. By showing rather than telling, Iverson helps break through resistance that typically derails improvement efforts in traditional sectors.
The organizations that achieve this level of transformation aren’t just more efficient – they become what Iverson describes as “magnetic, heartfelt places to work” where contributions are genuinely valued. This human element represents a significant shift for industries that have historically focused primarily on operational metrics.
Through his firm, Iverson Consulting Group, he’s now focused on broadening access to these transformative approaches. “My objective is to make this much more common,” he states, envisioning a future where excellence isn’t limited to a handful of pioneering organizations but becomes the standard across industries.
For leaders in traditional sectors who may be skeptical about the possibility of transformation, Iverson’s message is both challenging and hopeful. His track record demonstrates that meaningful change is possible in any industry, but it requires leadership engagement and a fundamental shift in how organizations view their purpose.
“The Prize is not the goal,” he emphasizes. The real achievement lies in creating environments where excellence becomes part of the organizational DNA – where improvement isn’t just a program but a natural expression of a purpose-driven culture. For industries that have long relied on command-and-control approaches, this represents not just an operational shift but a complete reimagining of what work can be.
