By: Ted J. Iverson
In the rugged landscape of Chile’s mining sector, a notable shift has been unfolding. At its center stands Ted J. Iverson, a leadership expert whose three decades of expertise in operational excellence have contributed to redefining what’s possible in an industry traditionally resistant to sustained change.
“When I first arrived in Chile, I encountered organizations with tremendous potential but constrained by conventional thinking,” recalls Iverson, who served as a senior expert at McKinsey & Company for a decade. “The mining industry globally faces unique operational challenges, but the opportunity for excellence was clearly present.”
What followed was a methodical transformation that led to global recognition. In 2023, two Chilean mining operations under Iverson’s guidance achieved a rare milestone—receiving the prestigious Shingo Prize, widely regarded as one of the highest standards for operational excellence.
For context, only three Shingo Prizes were awarded globally that year. The fact that two recipients came from a single sector in one country suggests the significant impact of the transformation Iverson supported.
“The Shingo Prize isn’t simply about operational metrics,” Iverson explains. “It represents a fundamental shift in organizational culture—fostering environments where talent is genuinely nurtured, where decisions align with meaningful purpose, and where continuous improvement becomes embedded in the organizational DNA.”
Iverson’s approach differs significantly from traditional consulting models. Rather than imposing external systems, he facilitates immersive experiences for leadership teams, enabling them to witness excellence firsthand.
“I often use the analogy of chocolate cake,” Ted J. Iverson says. “I can describe the sweetness, richness, and texture in great detail, but nothing compares to actually tasting it. Similarly, leaders need to experience truly exceptional organizations to understand what’s possible for their own.”
This experiential methodology proved particularly effective in Chile’s mining operations, where seeing global valuable practices in action helped overcome entrenched industry assumptions. The results are evident, as these organizations now rank among their market leaders with sustained high-level performance over the years, not quarters.
What makes Iverson’s contribution particularly noteworthy is his unique background. As a Shingo Examiner for 30 years, he has assessed and provided feedback to high-performing organizations worldwide. This rare perspective, combined with his experience at McKinsey & Company, allows him to bridge theoretical excellence with practical implementation in a way that few consultants achieve.
“This isn’t a spectator-sport approach to leadership,” Iverson emphasizes. “Consultants can’t do the work for you. What we provide is a structured and proven journey to get leadership engaged and purpose-focused, enhanced by continuous improvement systems that connect to fulfilling meaningful organizational purpose.”
Through his work, Iverson has demonstrated that operational excellence isn’t merely about efficiency metrics but also about cultivating “magnetic, heartfelt places to work” where contributions are valued. The mining operations he’s guided don’t just extract resources more effectively; they’ve become examples for employee engagement and sustainable business practices.
Looking ahead, Ted J. Iverson is focused on transferring his decades of knowledge to the next generation of leaders through Iverson Consulting Group (ICG). His vision extends beyond individual organizational transformations to helping create Shingo Prize-level work environments more frequently.
“Every individual deserves to work in an environment of excellence,” says Iverson. “My objective is to move closer to making this the norm rather than the exception.”
For organizations seeking meaningful change, Iverson offers a proven pathway: the potential for excellence that’s both measurable in performance and meaningful in purpose. As Chile’s mining industry has discovered, the results can challenge what an entire sector believes possible.
Published by Joseph T.
