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EFQM EXCELLENCEMODEL

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©EFQM 2009No part of this publication may be re produced, stored in a retrieval system, or transmitted in any form or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without either the prior written permission of, or a license permitting restricted copying and use for a third party, from the publisher.

ISBN: 978-90-5236-5 -534

  Radarise your business for success – EFQM 2010   1

About the author Florent A. MEYER After a doctorate in economics and a post graduate diploma in information technologies and one in social sciences, Florent exerted many functions in different sectors: agriculture, industry, banking, data-processing, insurance. His broad scope of experience and interests brought him to like holistic integrated frames of management. He led more than ten organizations towards TQM, deployed the EFQM Excellence Model and introduced the ISO9001, ISO14001, SA8000, OHSAS18001 norms. Some of these organisations became “showcases” concerning sustainable excellence and performance management. Today he is involved as a consultant in breakthrough and innovation projects and promotes sustainable excellence and performance management around the world.

To all my colleagues and coworkers for their outstanding cooperation, To all my Business Excellence comrades for sharing the same passion, To all my friends for their advice, help and support with much emotion, And, last but not least, to all my enemies for their precious stimulation.

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CONTENTS

Preface Introduction .............................................................................................................................................................. 6

UNDERSTANDING WHAT’S GOING ON 8

There is a way from quality to sustainable excellence ................................................................................. 9 But on this way are sown traps and obstacles ............................................................................................. 11 There are thousands of management methods and technical tools ....................................................... 12 But why do only consultants earn money with them? ................................................................................ 13 The unfinished loops ............................................................................................................................................ 14 From EFQM’s Radar assessment logic ........................................................................................................... 15 To a proactive unfolded Radar management logic ..................................................................................... 17 Continuous improvement and permanent innovation ................................................................................ 18

GENERALISING THE RADAR MANAGEMENT LOGIC 19

Radarise your customers .................................................................................................................................... 21 Radarise your partnerships ................................................................................................................................ 32 Radarise your people as a stakeholder group .............................................................................................. 40 Radarise your society stakeholders .................................................................................................................. 49 Radarise your stockholders ................................................................................................................................ 56 Radarise your leadership .................................................................................................................................... 62 Radarise your strategy development process ................................................................................................ 77 Radarise your human resources ....................................................................................................................... 93 Radarise your other resources ....................................................................................................................... 104 Radarise your intangible assets ..................................................................................................................... 119 Radarise your product innovation ................................................................................................................. 128 Radarise your business model breakthroughs ........................................................................................... 137 Radarise your processes .................................................................................................................................. 145 Radarise your permanent improvement process ...................................................................................... 154 Radarise your community or society related activities ............................................................................. 167 Radarise your customer communication ..................................................................................................... 174 Radarise your internal communication ........................................................................................................ 182 Radarise your by clients’ shared processes ................................................................................................. 189 Radarise your risks ............................................................................................................................................ 194 Radarise your decision-making ...................................................................................................................... 203 Radarise your radarising .................................................................................................................................. 213 Radar loops systemic integration .................................................................................................................. 218

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USING AN EXCELLENCE FRAMEWORK 221 Japanese Deming Framework ........................................................................................................................ 223 Canadian Business Excellence Framework ................................................................................................. 228 US Malcolm Baldrige Framework ................................................................................................................. 231 Australian Business Excellence Framework ................................................................................................ 234 EFQM Excellence Framework ........................................................................................................................ 237 Brazilian Excellence Framework .................................................................................................................... 240 Japan Quality Award Framework .................................................................................................................. 244 South African Excellence Framework ........................................................................................................... 246 Systemic approaches for achieving sustainable excellence .................................................................... 249 Corporate outstanding results generators ................................................................................................... 251

MAKING THE DIFFERENCE 253

Boost your passion and élan and your teams’ ones ................................................................................. 255 Renew the culture of your organisation ....................................................................................................... 257 Deal with your and your teams’ talents and weaknesses ...................................................................... 260

Conclusion 262

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Preface Executing strategy and improving an organisations performance are hot topics in management today. In fact, we are getting overwhelmed with new management frameworks and tools, provided by business school professors, consultants, and other professionals. Unfortunately, many of those tools tackle the performance challenge in a too fragmented way. What is even more important: many of these frameworks only work if a number of implicit assumptions are met. Strategies are clear and provide a clear answer to the challenges within the competitive environment. All employees have the freedom to share ideas about the future of the organisation. Performance measures guide organisations from one success to the other. But managers should first ask: Do we really have a clear and relevant strategy? Does our organisation structure really allow bottom-up initiatives? And do we really know what strategic performance measures are? This book does provide you with a management framework, yes indeed, but it is different in many perspectives. The first – and maybe most important – difference with traditional performance management books is that this book is written by a practitioner, by a manager who has been struggling with many performance management frameworks in practice. I have been in touch with the company and the author several times, and the way this organisation operates and is run is really impressive. As are the results the company has achieved over the last years. This book is different because it integrates many frameworks into a logical and consistent whole. This is exceptional in the management world. Many authors proclaim to have written and developed an integrated framework. The framework presented here is one of the few exceptions. I personally find it the most integrated and exhaustive framework I’ve seen so far. The book does not only provide you with a general framework, but it offers you a lot of material that is helpful to start the RADAR approach yourself. In fact, this book is more some kind of a guide that helps you to make the best of your journey to a foreign country, rather than a traditional management book. In this particular case, the author brings a summary of the must-do in “RADAR-land”, complemented with a personal impression about the challenges associated with the various steps in the journey. The concreteness of the book is striking, and certainly adds to its value. The honesty of the author is the other striking feature. We hear as much about what works, as what doesn’t work. And that is again what makes this book so different and special. Prof. Dr. Kurt Verweire CC Entrepreneurship, Governance & Strategy Vlerick Leuven Gent Management School Ghent, October 14, 2004