Operational excellence and continuous improvement are conceptually distinct but closely related. Operational excellence aims to achieve a long-term change in organisational culture while continuous improvement focuses on the process. Operational excellence (including lean manufacturing, Six Sigma and total quality management) has been applied extensively by private firms and companies in the industrial field and today these methodologies are also widely utilised in public organisations to achieve quality excellence in public services. Increases in global competition have put pressure on public services to be as productive and efficient as private services. This chapter aims to explain and uncover the conceptual definition of operational excellence in the context of Brunei Darussalam, analyse the methodologies used to frame it and discuss the challenges faced by public services in implementing it. The study presents data from two sources. The primary data derive from semi-structured interviews with 17 middle management officers from various government departments and agencies using a convenience sampling technique. Secondary data are based on a review of journal articles, reports and news. Results show that operational excellence in Brunei’s public services is defined in terms of processes measured by quality management, productivity, efficiency and effectiveness, and can be achieved through total quality management, balanced scorecards, and programme and performance budgeting. Other elements include value congruence, leadership, human resource management practices, service strategy and cultural involvement which are also critical in pushing excellence within an organisation, together with innovation, technology and policies appropriate to the national stages of socioeconomic development.