Interim results on the first global assessment on the current state of organizational excellence

January 29, 2017 by ahmed
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The aim of the research is to identify the extent to which organizations are characterized by the principles and have deployed the best management practices.In the Teaser Assessment, There have been 129 organizations that have completed the teaser assessment representing 21 industry sectors and 29 countries. In the Full Assessment, there have been 51 organizations that have completed the full assessment representing 13 industry sectors and 15 countries. Mostly leaders and management have responded from the business sector followed by the government and non-profit sectors.The Research

The assessment was launched in 2015 by the Organizational Excellence Technical Committee (QMD, ASQ) and conducted voluntarily by Organizational Excellence Specialists. Following the preliminary update on March 22, 2016, this is the second report on the interim results.
Using the Organizational Excellence Framework automated assessment and reporting tool that integrates global leading excellence models, the aim of the research is to identify the extent to which organizations are characterized by the principles and have deployed the best management practices.
Two rating scales are used in the assessment to provide a subjective rating on the principles (e.g. observation, experience) and an objective rating on the best management practices (i.e. approach, deployment, results):

 

Principle Low
0%-20%
Low-Medium
21%-40%
Medium
41%-60%
Medium-High
61%- 80%
High
81%-100%

 

Practice Just Beginning
0%-25%
Good Start
26%-50%
Doing Well
51%-75%
High Performance
76%-100%

While individual results will be confidential, aggregate results will be shared by organization size, industry sector and country to provide a snap shot of strengths and opportunities for improvement.

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Figure 1. Organizational Excellence Framework and Automated Assessment & Reporting Tool

To participate in the research, respondents can choose to complete either the teaser assessment or the full assessment:

  1. Teaser assessment – self-assessment against the principles, takes about 5 minutes, delivers a confidential feedback report to the respondent’s inbox http://www.qlbs.com/QimonoVBA/assessment/OrgExFrameworkTeaser
  2. Full assessment – self-assessment against the principles and best management practices, takes between 15 and 30 minutes depending on organization size, aggregate results shared on the open LinkedIn site for the OETC http://www.qlbs.com/QimonoVBA/Assessment/OrgExFramework

Sharing the aggregate findings of this research is anticipated to provide benefits for all stakeholders including:

  • Contribute to the Organizational Excellence Technical Committee mandate “to support and promote the use of international excellence models and to help all organizations attain higher levels of performance”
  • Contribute to the GBN vision to be recognized as a global hub for benchmarking and the mission ‘focused on promoting and facilitating the use of benchmarking and sharing of best practices’
  • Create awareness with leaders and managers about the principles and best management practices that are common to high performing organizations and encourage them to use such
  • Encourage organizations to benchmark their performance with others
  • Encourage eligible organizations to apply for a national excellence award or an international best practice or benchmarking award
  • Share aggregate results on the open OETC LinkedIn site and the Global Benchmarking Network website

Interim Results

This is the second report on the interim results. To date, there has been an encouraging response to the global assessment. However, there has been a tendency for some respondents to access the assessment and not complete it (i.e. teaser 25%, full 70%). This tendency is likely related to the time required to complete the assessment.

Teaser Assessment
There have been 129 organizations that have completed the teaser assessment representing 21 industry sectors and 29 countries. Mostly leaders and management have responded from the business sector followed by the government and non-profit sectors. Most of these organizations are small size (26 to 100 employees) followed by medium size (100-999), micro size (1-25) and large size (1000+).

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Overall the aggregate results would suggest these organizations have a culture committed to excellence with positive ratings (6.0 to 10.0) across most principles with the exception of three principles that received lower ratings (people involvement, data-based decision making, societal commitment).

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Full Assessment
There have been 51 organizations that have completed the full assessment representing 13 industry sectors and 15 countries. Mostly leaders and management have responded from the business sector followed by the government and non-profit sectors. Most of these organizations are micro size followed by small, large and medium size.

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Overall the aggregate results would suggest these organizations have a culture committed to excellence with positive ratings (6.0 to 10.0) for all principles and greatest opportunity for improvement in two areas (prevention-based process management, data-based decision making).

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The aggregate results on the Key Management Areas that represent related best management practices showed relatively positive ratings for governance and leadership and opportunities for improvement across the remaining areas particularly work processes, planning and suppliers & partners.

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Next Steps
Those organizations that have not participated in the global assessment are encouraged to do so. The global assessment research will provide a baseline for organizations to self-assess the degree to which they are characterized by the principles and have deployed the best management practices that are defined in excellence models and have been validated by 25 years of research.

Such research has revealed that organizations earning national recognition for implementing an excellence model (e.g. EFQM, Baldrige, Canadian Framework for Excellence, Australian Business Excellence Framework) have experienced exceptional results – good governance, trust in leadership, customer delight, employee engagement, continually improving work processes, strong supplier and partner relationships, better utilization of resources, balanced system of measurement, and financial results.

While the foregoing research has been valuable, this is the first study that has used an integrated excellence model to provide a baseline for all organizations to benchmark their performance with others regardless of the excellence approach used. Thus, the results will inform different sizes and types of organizations and countries around the globe where they fall along the continuum of organizational excellence and how they can use benchmarking to track their performance and learn from others.

About the author:

Dawn Ringrose MBA, FCMC is Principal of Organizational Excellence Specialists and Author of the Organizational Excellence Framework and related toolkit. Her qualifications include: Certified Organizational Excellence Specialist (OES, 2011), Certified Excellence Professional (NQI, 2004), Registered ISO 9000 Specialist (ICMCC, 1996), Assessor of Quality Systems (IQA IRCA, 1996). She has worked in the area of organizational excellence since 1990 and is currently the representative for Canada on the Organizational Excellence Technical Committee (QMD, ASQ) and Global Benchmarking Network.

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