1. Interview with EFQM COO Gianluca Mule on the 5E of excellence and much more!

    May 19, 2018 by ahmed

    Gianluca Mule, EFQM COO

    Originally posted on EFQM

    1- Can you introduce yourself and what your role is at EFQM?
    My name is Gianluca Mulé. Some of you might know me already. I have been at EFQM for more than 10 years now, starting as an analyst in 2006. Since then I have changed roles many times and have been working closely with national partner organisations from more than 40 countries. Since January 2018 I have been appointed COO with a strong focus on reviewing the EFQM value proposition based on what “new” excellence is today and what organisations’ new needs are.

    2- What is your view on what “new” Excellence is today?
    A prescriptive recipe for excellence today does not exist; however, we have a good idea of what the main ingredients should be. The first critical success factor ingredient is network as we all know the importance of joining and being part of a network and expand it accordingly. The second factor is performance excellence. It is so crucial to deliver and sustain excellence results! This is only possible when a clear understanding of stakeholders and stakeholders’ needs is achieved. Frameworks and techniques, such as EFQM Model and Radar can help organisations better understand their stakeholders’ expectations and then delivering against them. The third factor is about promptness to changes, even better, promptness to anticipate change. Forces of change are the only constant certainties in today’s world and organisations need to understand how to address new megatrends and challenges on time. The fourth is about visibility and recognition which is driving the trust of customers and the energy of employees. The fifth and final factor is about engaging in learning opportunities and experiences with peer companies and the external world. We should never stop learning from each other and growing together.

    3- What are you doing at EFQM to address these elements?
    At EFQM we have recently launched a new important message, the 5E of Excellence, a new canvas for a reviewed value proposition which goes in the direction of addressing these 5 elements of excellence with extra value that we can provide to our community vis a vis them. We are working on implementing strategic initiatives in each of the 5 blocks.


    Network: we are working on integrating the Excellence Network of National Partner Organisation in Europe, in strengthening the relationships with partners all across the world and in giving a new visibility and role to the Global Alliance for Excellence (Global Excellence Model Council see website) which EFQM initiated years ago. At EFQM, we nurture a vast network for innovative organisations and business leaders to share knowledge, experiences and good practices. We believe in a world where organisations work together and are recognised as the benchmark for sustainable economic growth.

    Excellence development: we are working on simplifying and segmented our services for organisations and professionals. Existing products for training and assessment are being streamlined, additional added value workshops are being developed and new opportunities for professionals will be soon available.

    Excellence builders: this is our offering to the community to better understand and act upon forces of changes. We have selected a few themes (namely agile organisations, digital transformation, innovation, business ecosystem, human capital and sustainability) where we are partnering with thought leaders and provide our members with new opportunity to learn and evolve their experiences in addressing them;

    Global recognition: we offer recognition and exposure to organisations and professionals. Our flagship offering for organisations is obviously the EFQM Global Excellence Award which we are continuing to refine and the Global Excellence Index (http://www.globalexcellenceindex.org). Acting as an official EFQM assessor is a unique opportunity for professional exposure and recognition.

    Sharing, learning and benchmarking: we are working on initiatives which will leverage the aspect of sharing and learning within the community. On top of the Good Practice Visits, webinars and CoPs, we will pay attention to the construction of benchmarking portal (together with our partners) and sharing platforms.

    4- Can you expand a bit more on the Excellence Builders?
    The idea is to work with thought leaders (blending their competence with our methodology) on each theme and offering opportunities to members to share experiences on how to address these challenges, develop learning programs, exploiting the holistic approach of EFQM, planning learning events and sharing good practices, etc. In the past weeks we have successfully run the first webinars as part of the builders.

    On the 12th of April, as part of Human Capital builder, we presented the first webinar in a series of three webinars on Leadership and Employee Empowerment based on the framework of EFQM entitled “What is Employee Empowerment and why is it important as an organisational strategy?”

    Our next webinar with Dr Richard Griffith entitled “Leading Across Borders: Capitalizing on your Cultural Currency” looked at to accumulate and wisely invest your cultural currency so you can better claim the value inherent in international business.

    Our last webinar for the month of April was a unique opportunity to learn from an EFQM member on how to address, in practical terms, the challenges of digital transformation. An excellent real-life experience from #ENAGAS with Víctor Gimeno Granda.

    We will soon be running new webinars which will touch upon a wide range of subjects such as Business Ecosystem Excellence and Innovation. On the 22nd of May we will look at how a structured approach to Innovation can make the CEO’s dream of being innovative a reality. On the 24th of May, we will discover how today the innovation landscape is changing and how it calls for more partnerships with external partners and very often partnerships with companies we barely knew before.

    On 28th June, EFQM together with Renault Nissan Consulting we organise in Paris an interactive day on “Strategy and Agile Execution”. This topic is crucial today as, in the ever more complex business world that we operate in today, organisations have to be able to adapt rapidly and cost efficiently to changes in the environment and customer behaviour. On this occasion, we offer to the EFQM Community the occasion to discover the brand new products/services developed by EFQM and RNC to support organisations to improve their capacity to execute their strategy in a more agile way (e.g. the Agility Good Practice Exchange Platform, the “Agile Transformation Programme”, how to build an app, etc.). This kick-off meeting will be hosted by EDF (EDF Cap Ampère – 1 Carrefour Pleyel, 93200 Saint-Denis, France). Please note that there will be 40 seats for this unique event that will be assigned on a first come-first served basis; so, contact us ASAP to register.

    For innovation we already have a comprehensive programme available for members which makes use of the leading-edge technology. We have also been mapping out the competencies of EFQM professionals to see how they can contribute further to this topic! Exciting projects are on their way in the months to come and the whole team is looking forward to bringing these to fruition.

    “It’s through curiosity and looking at opportunities in new ways that we’ve always mapped our path.” Michael Dell

    5- Do you have anything else you would to like to share?
    We are hoping to start distributing the Model free of charge in digital format, through a sponsorship pattern very soon – more information soon… We have already some languages sponsored, which will be made openly available through the EFQM website as well as our national partners organisations’ platforms. We are looking for organisations interested in sponsoring the English version. This is an opportunity to associate an organisation with the EFQM Excellence Model, and build awareness among more than 50,000 model-users. (For more information: contact us at info@efqm.org)

    And as a final word, I am looking forward to meeting you later this year at the EFQM Forum, the Symphony of Excellence, on 18 & 19 October in Vienna (www.efqmforum.org).

    “Success is where preparation and opportunity meet.” Bobby Unser

  2. A war room of strategic breakthroughs and other tools

    April 7, 2018 by ahmed


    Originally posted on Blogrige by Dawn Bailey

    When an organization ponders a journey to performance excellence, it may wonder where to begin, what to measure, and what to expect, including what short-term successes are achievable. Such pondering could be made much simpler with a field guide.
    Jayne Pope, chief executive officer, and Emily Padula, chief strategy officer, for 2014 Baldrige Award recipient Hill Country Memorial (HCM), will share their strategy at a session titled “A Field Guide to HCM’s Remarkable Strategic Breakthroughs” at the Baldrige Program’s annual Quest for Excellence® Conference in April.

    In a recent virtual exchange (captured below), Pope and Padula collaborated on answering questions, ranging from their upcoming presentation to their funniest Baldrige moment.

    What will Quest for Excellence attendees learn at your conference session?
    Participants will learn how HCM develops its strategic goals and fully deploys them throughout the organization, with specific tools and measurable outcomes. The presentation is a field guide to achieving your next strategic breakthrough.

    How has your organization benefited from its journey to excellence?
    The Strategic Breakthrough Initiative (SBI) is one of the processes that HCM has embraced along its Baldrige journey. It has given us the focus we needed to accomplish hundreds of strategic action items. We started SBIs in 2011 and saw huge improvements within two years. We are now reaching twice as many of our strategic goals.

    As a Baldrige Award recipient, HCM started a Sharing Days program for organizations on performance excellence journeys. Over time, we have shared some of our helpful practices with hundreds of people. Our SBI process and war room format became a popular takeaway. We have since had many attendees send us back pictures of their “war rooms” and tell us how helpful the SBI process has been for them. The process has worked for all kinds of organizations, including a luxury car company, schools, banks, universities, and other hospitals.

    What are your top tips for introducing or sustaining use of the Baldrige framework to promote an organization’s success?
    At HCM, we regularly measure internally and assess our performance on all the typical items you would find in Baldrige Criteria category 7 (results). We measure externally through annual Baldrige coaching assessments, which help us identify our strengths and our performance excellence gaps.

    We learned so much from completing the Baldrige application for so many years. It was the best education process for us. We continue to complete some version of the application every year, even though we are not eligible to apply again for a few years.

    What do you view as key reasons or ways that health care organizations benefit from using the Baldrige framework?
    In health care, we owe it to our patients and community to be the best that we can be. The Baldrige framework sets the highest bar. It helps us to figure out how to be best in every aspect of our business, from workforce engagement to patient safety. We compare ourselves to the very best, and we learn from them while being challenged to become better.

    What is your “elevator pitch” about the Baldrige framework and/or assessment approach? In other words, what would you say to a group of senior leaders who are unfamiliar with the Baldrige framework if you had 1-2 minutes to tell them something about it?
    We would say that Baldrige is a proven means of making your organization great for the people it serves and those who work for you. The framework supports long-term sustainability and leads to innovation—which is especially needed right now in the health care world, as well as in many other industries.

    Do you have any funny stories or anecdotes that you’re willing to share about your experience with Baldrige?
    The funniest story happened at our Sharing Days. Two reluctant employees were sent by their boss to learn about the hospital’s Baldrige experience. By the end of the program, the women were really engaged and excited to share their Baldrige knowledge with their boss. A few days later, we received a photo of them wearing red t-shirts that said—We drank the Baldrige Kool-Aid!

  3. The sixteen golden traits

    March 15, 2018 by ahmed

    16 golden traits

    By H. James Harrington

    Recently, I was searching for a specific quote from a past IBM president. In trying to find the quote, I pulled out The Quality/Profit Connection, a book I had written 30 years ago. It included a series of interviews with the CEOs and presidents of 3M, AT&T, Avon, Corning Glass, Ford, General Dynamics, General Motors, HP, IBM, Motorola, and North American Tool and Die. After reviewing these leaders’ comments, I summarized the traits of a successful company, which I called “The Sixteen Golden Traits.” Looking back on this list three decades later, it’s interesting how little has changed in the business world with regards to quality and performance improvement. It is important to remember: These conclusions describe the important trends which developed in companies that had been recognized as successfully implementing performance improvement approaches around the world in the 1980s.

    The Sixteen Golden Traits

    1. Close customer relationships.
    Successful organizations maintain close personal contact with their customers to ensure a full understanding of the customers’ changing needs and expectations. When problems arise, they react quickly, pouring oil over troubled waters.

    2. Concern for the individual employee.
    These organizations respect the individual’s rights and dignity, realizing that the company succeeds only to the degree that the individual succeeds. They respect the individual’s thoughts and ideas, realizing that he or she has more to contribute to the company than just physical labor. They not only encourage the participation of the employee, they require it. They look at the individual as part of the solution to their problem, not as the problem.

    3. Top management leadership of the quality process.
    Members of the organization’s top management have accepted their role in leading the quality activities of the company. Support groups such as qualityassurance offer advice, research problems, and provide data. But the company president sets the direction and establishes the standards. These presidents realize that their company is an image of themselves, and they understand that they must set the personal quality example.

    4. High standards.
    These organizations set extremely high standards for their products, services, and people. They strive to set the standard for their industry and are dissatisfied if they are not No. 1.

    5. Understanding the importance of the team.
    Successful organizations use teams to unite the company, improve working relationships, and improve morale. They understand that only management can solve 85 percent of the problems and that the employee teams are needed to address the other 15 percent.

    6. Effort to meet and exceed customer expectations.
    They are not satisfied with state of the art, and are always trying to provide better products and services to their customers and at lower cost. They understand their customers’ needs and go beyond them, realizing that simply fulfilling the customers’ needs will not capture future sales. They want their output to be valued by their customers.

    7. Belief that quality is the first priority.
    When a compromise between quality, cost, or schedule must be made, quality is never compromised. Successful organizations realize that poor quality causes most of their cost and schedule problems, and if they focus their attention on the quality problems, their cost and schedule problems will take care of themselves. They also realize that the quality personality of the company is extremely fragile, particularly during the change period, and that even the smallest compromise in quality can set back progress many years.

    8. View of business for the long term.
    Top management realizes that the important objectives are directed at the long-term survival and prosperity of the company. They give priority to long-range plans that will build a product and customer base, paying secondary attention to quarterly and yearly reports. They measure their success by their company’s long-term growth, not by short-term fluctuations, over which they often have little or no control.

    9. Sharing of prosperity with the employees.
    Successful organizations view employees as partners and establish programs that directly relate the success of the company to the employees’ earnings and their contributions. Programs like gain sharing, suggestion, and pay for performance are key parts of the employee benefit package.

    10. Management and employee education.
    They realize that education is not expensive; it is ignorance that is costly. These organizations realize that everyone is responsible for quality and that everyone needs education related to the quality tools if they are to meet this responsibility. As a result, heavy focus on quality education has been directed at the management team and key professionals. At the employee level, education has been directed at problem-solving methods and job training.

    11. Management leadership rather than supervision.
    They know that management must be leaders of the employees, rather than dictators. It is much easier to pull a string in the desired direction than to push it. For management to assume the leadership role has not been easy, and many of the companies are still working on this change in their company personality. After all, for the past 40 years we have trained our managers to be attack dogs, and now we want them to be purring kittens.

    12. Investment in the future.
    Research and development means investing in the future of the company. It ensures a steady flow of products and ideas needed to meet the expectations of the future market. Along with the need for research, a parallel need is providing employees with equipment that pushes the state of the art and allows them to perform at their very best. Companies that realize this have prospered. Those that have not, have failed or will eventually fail.

    13. Focus on the business system.
    They realize that the only way to prevent errors from occurring is by correcting the business system that controls the company activities. Employees work in the business system, while managers must work on the system.

    14. Recognition systems.
    Successful organizations realize that recognition takes many forms: financial, personal, and public. They have established a recognition system with many options to ensure that it meets the total needs of employees and management. A pat on the back is good, but sometimes a pat on the wallet is more appropriate. On other occasions, a personal letter sent to the employee is the best action.

    15. Employee involvement.
    They go out of their way to make all the employees feel that they are part of the business and that their contributions are important. They take time to involve the employees in their long-term plans and report progress back to them periodically. They make them part of the company by providing such things as a stock-purchase plan or gain sharing. They provide the employees with opportunities to meet and understand customers, the ones who receive their output. Sometimes a customer is outside the company, but more often it is another company employee. It’s not easy to care about customers when you never see or hear from them, but if the customer is the person who sits behind you or in the next office, the concept of customer satisfaction becomes a much more personal issue.

    16. Decreased bureaucracy.
    Management continually works at making all decisions at the lowest level. Maximum authority is given to each level of management. Checks and balances are used, but only when absolutely necessary. Management realizes that bureaucracy tends to work its way into the business systems, and they are continuously vigilant to minimize its impact.

    In summary
    We talk a lot about how things have changed, but the basic things that make for a successful organization have not changed. Fundamental tenets, such as respect for the individual, doing our best all the time, understanding our customer, investing in our employees, being honest, and finding win-win solutions, are as important today as they were in the 1980s—and perhaps even more important today.

    Yes, things may move faster. We may have more competition, but we also have more opportunities. We can’t let the rush of today set aside these very important basic values or we all will fail.

    Extensive research indicates that improved perceived product quality and reliability are the most effective ways to increase profits and the most important factors in the long-term profitability of a company. We need to ask ourselves if approaches like total quality management, Six Sigma, lean, ISO 9000, benchmarking, and business process improvement are the ways to accomplish our objective when the basic problems have not changed in the last 30 years promoting them. I agree it is a long road to excellence but shouldn’t we have accomplished more in the last 30 years? It’s time for some new, innovative thinking to accomplish much more in the next 30 years than we have in the last 30 years.

    In the early 1980s, IBM was rated as the most admired company in the world by Fortune magazine. Fortune’s February 2, 2018 issue listed the world’s most admired companies today. Apple took the top spot, directly followed by Amazon. IBM was rated 35 out of the top 50 companies. IBM was ranked 24 th last year—a drop of nine positions in just 12 months.

    We need to ask ourselves: What are Apple and Amazon doing that IBM is not doing? Maybe we need to ask the question turned around: “What is IBM doing that Apple and Amazon are not doing?”

    Creative, innovative systems will provide your company with the competitive edge to put it ahead of the pack. We cannot hope to succeed by taking the same old technology, renaming it, and thinking we are doing something new and innovative. Don’t be left at the starting gate. The only way we can do it is by working together and never being satisfied with how good we are. The race is not over yet. Remember, you can’t win today’s race with last week’s press clippings.

  4. The Baldrige award-winning university or the runaway elephant?

    March 9, 2018 by ahmed
    Cord, the zoo escapee, arrives on the campus of UW-Stout in 2002

    Cord, the zoo escapee, arrives on the campus of UW-Stout in 2002

    Originally posted on Blogrige by Christine Schaefer

    Take your pick of two stories here: how the University of Wisconsin-Stout continues modeling key concepts of the Baldrige Excellence Framework since winning the nation’s most prestigious award for organizational excellence 17 years ago. Or how an elephant ended her escape from the zoo at the campus of the high-performing university-perhaps also inspired to take a journey to excellence.

    If you’re eager to find out about the elephant, read on. First let’s focus on the role-model public university. In recent years, we have posted two interviews of UW–Stout leaders to share updates on the organization’s use of the Baldrige framework to improve and excel. Those previous blogs highlighted the organization’s innovative strategic planning process and its annual campus engagement process (“You Said, We Did”) that celebrates faculty and staff members’ improvement ideas.

    At the Baldrige Program’s upcoming Quest for Excellence® Conference in Baltimore, MD, presenters from the UW–Stout will again present their best practices based on the Baldrige Excellence Framework/Education Criteria for Performance Excellence. Responding to a few questions about that presentation, Amanda Brown, Meridith Wentz (formerly Drzakowski), and Andrei Ghenciu jointly conveyed the information below.

    Brown is a professor in UW–Stout’s Department of Communication Studies, Global Languages, and Performing Arts and a member of the university’s Strategic Planning Group; she applies the Baldrige Education Criteria for Performance Excellence to ensure continuous improvement of instruction. Andrei Ghenciu, PhD, is an associate professor of mathematics in the university’s Department of Mathematics, Statistics and Computer Science; and Wentz is an assistance chancellor in the university’s Department of Planning, Assessment, Research, and Quality. Wentz has served since 2011 on the national board of examiners for the Malcolm Baldrige National Quality Award and has been a senior examiner since 2014; she has presented UW-Stout’s approach to data-based decision making at numerous institutional research, assessment, and Baldrige conferences.

    Would you please briefly describe what attendees will learn at your organization’s session at the Baldrige Program’s upcoming Quest for Excellence Conference?

    Brown, Wentz, and Ghenciu:
    Higher education institutions often lack systematic processes to use their data to build new knowledge to use in strategy development, a challenge frequently faced by any type of large organization. The upcoming presentation by Dr. Jeff Sweat, Dr. Amanda Brown, and Dr. Andrei Ghenciu from the University of Wisconsin–Stout (UW–Stout) will share how our 2001 Baldrige Award-winning university has used the Baldrige framework to create a systematic framework for aligning data, strategic planning, and decision making. Specifically, Drs. Sweat, Brown, and Ghenciu will provide examples of how our university applies the Baldrige framework to both academic and administrative processes, as well as how we use a balanced scorecard to compile and communicate institutional data to aid in our strategic planning process.

    What are some examples of how your university benefits from this concept?

    Brown and Wentz:
    The University of Wisconsin–Stout applies the Baldrige Criteria in a variety of areas that benefit the organization. Specifically, the Baldrige framework has helped the university streamline and focus metrics, provide a mechanism to integrate suggestions and feedback from all sectors within the organization, and facilitate communication and professional development.

    One such example is the university’s continual assessment of courses and academic programs as well as the non-academic units that support the university, such as financial aid and university housing. Recently, those involved in submitting reports assessing those areas provided input about that process. Specifically, feedback indicated that reports could be streamlined and done more frequently as well as better integrated into existing processes. University administrators reflected on this information and integrated the feedback about the deployment of those assessment reports into the university’s processes, which helps internal stakeholders feel heard and valued.

    Please share your top tips for introducing or sustaining use of the Baldrige Excellence Framework (which includes the Criteria for Performance Excellence) to promote an organization’s success?

    Wentz and Ghenciu:

    1. Start small. You can introduce the Baldrige framework into one process within one unit of the organization. You don’t need to start with the intent that you are planning to apply for the award.
    2. Connect with someone who has experience with the Baldrige framework. In UW–Stout’s case, we were introduced to the framework by a person who was on our alumni board and was also serving as a judge for the Baldrige Program. He helped explain how using the framework would add value to our institution, and he also helped us understand that our values were already in alignment with the Baldrige framework.
    3. Emphasize the non-prescriptive nature of the framework. Communicate to everyone in the organization that adopting the Baldrige framework is about focusing on performance excellence and enhancing processes that align with areas of importance to the institution. It is not about introducing new reporting requirements, producing lengthy reports, or telling people how they should be doing their jobs.

    What do you view as key reasons or ways that organizations in your sector can benefit from using the Baldrige framework?

    Wentz and Brown:
    Public funding for higher education is increasingly performance-based, as demonstrated by the fact that performance-based funding initiatives exist in 32 states and are being developed in an additional six states. However, there are limited models for managing performance-based funding effectively and limited models that align metrics with areas of importance to the institutional mission, vision, and values. Additionally, institutions use data and information to demonstrate accountability to the students and the public; however, the number of accountability initiatives and metrics continues to grow, making it difficult to know which data are important. The Baldrige framework offers a roadmap for identifying key organizational characteristics, aligning them with processes and results, and focusing on success.

    Further, not only does the University of Wisconsin–Stout apply the Baldrige framework to specific academic and administrative processes, but it also utilize the framework to make students and university employees feel valued and included. For example, the university revamped its processes for obtaining input and feedback from students and employees. Formerly “listening sessions,” the new “Engagement Sessions” are open to everyone and very well-attended. Ideas, suggestions, and even complaints are recorded and then integrated into the strategic planning process.

    Traditionally, strategic planning and assessment are considered administrative functions. However, the University of Wisconsin–Stout includes a variety of voices in the strategic planning process in addition to administrators, such as students, university staff, faculty, and external stakeholders. The university does not just include faculty in strategic planning meetings and assessment process though; it also seeks to involve them in professional development opportunities, such as the Baldrige Quest for Excellence Conference, to include their voices and perspectives. This approach to include more voices and perspectives in the strategic planning process not only increases the quality of the planning process but also builds morale and starts to build bridges among the various silos that are often a hallmark of organizations like universities.

    What would you say to a group of college students (particularly those pursuing graduate studies for a career in higher education) about the Baldrige framework?

    I would tell the students about the core values of the Baldrige framework, and I would emphasize and ethics and transparency. I think that, very early in the career of someone in higher education, respect for ethics and transparency is essential and any wrong step in this direction (e.g., plagiarism, incorrect results submitted for publication, not giving the correct references, etc.) could take years to be fixed. Ultimately, failing to act with ethics and transparency would lead to a lack of respect from one’s peers, and it would make it almost impossible for the individual to promote and publish his or her work.

    Visionary leadership is inspiring. Inspiration takes place in poetry, music, mathematical research, and any area in higher education. Following visionary leadership or being a visionary leader could be great ingredients for success.

    Last, but not least, I can’t speak enough about valuing people. It is a core value that we should integrate in every single other core value of the Baldrige framework. Valuing your colleagues, your leader, and most important, your students is a vital recipe for success.

    When did you first hear about the Baldrige framework? What were your initial thoughts or “aha” moments as you began learning about it?

    When I was hired as a faculty member at the University of Wisconsin–Stout in 2005, I often heard about the Baldrige Award. But I did not learn about the award criteria until much later, as I began to learn about academic assessment and strategic planning as a tenured professor. Although I knew that this award was presented for quality, learning that the focus of the award was for the organization’s processes in addition to outcomes demonstrated to me a commitment to continual reflection, learning, and improvement. I find the University of Wisconsin–Stout’s commitment to integrating as many voices as possible into that process of continual development inspiring. Everyone—including students, the faculty, the support staff, administrators—are invited to provide feedback, and that feedback is actually used.

    I first heard about the Baldrige framework when I applied to become an assistant professor of mathematics in the Department of Mathematics, Statistics and Computer Science at the University of Wisconsin–Stout in the fall of 2013. Knowing that UW–Stout, as a 2001 Baldrige Award recipient, was the first higher education institution to receive this highest honor, naturally I did more research to find out more about the institution I was hoping to join.

    After I got and started the job at UW–Stout that fall, my interest in the Baldrige framework and its core values grew even higher. One core value of the Baldrige framework that created an “aha” moment for me is that of valuing people. It wasn’t until I received the Research Fellow Award in the fall of 2015, my third year at UW–Stout, that I fully understood how vital this value is. The award that I received had a great impact on my research and on my career; it meant that I had more time to pursue my research projects, and I was able to start at least three as well as finding new collaborators. In addition, as recipient of the university’s Emerging Outstanding Researcher Award in the spring of 2016, I can say that it is a great feeling to work for an institution that values its people—and to really feel like you are valued.

    Do you have any funny story or anecdotes that you’re willing to share about your experience as a Baldrige Award recipient?

    Brown and Wentz:
    Yes. In 2002, the University of Wisconsin–Stout faced a crisis. Two elephants, Tory and Cord, mother and daughter, escaped from a local circus. Mom Tori was quickly captured, but six-year-old Cord trekked through the city of Menomonie, eluding emergency vehicles. Cord’s chase ended at the UW–Stout campus, where her trainer used a second elephant to calm her.

    Perhaps Cord wanted to visit campus because she knew that UW–Stout had recently overcome its own crises, such as streamlining over 250 performance metrics used in the strategic planning process to a manageable 25 and transitioning from a centralized planning process to one in which everyone has the opportunity to be included. These process changes, in addition to many others, are what led to UW–Stout becoming the first (and still the only) four-year, comprehensive higher education institution to receive the Baldridge Award.

    As if Cord’s high-speed chase (by Asian elephant standards) through the city was not headline-grabbing enough, another 2002 story may have overshadowed UW–Stout’s Baldrige Award win in the media, as well: Luke Helder, the Midwest Pipe Bomber and UW–Stout student, made headlines across the nation when he planted mailbox bombs across the country with the intent to create a smiley face. Thankfully, there were no fatalities in the bombings, and Helder was apprehended before his diabolical plan could be completed. While explosions and high-speed chases will always top the headlines, our hope at UW–Stout is that the legacy of the Baldrige Award and the framework will endure.

  5. Baldrige program again ranked among best for leadership training

    March 8, 2018 by ahmed


    Originally posted on NIST

    The Baldrige Performance Excellence Program will be honored once again in 2018 for providing top-ranked leadership development programs. The Baldrige Program’s training offerings—annual Baldrige examiner training and the Baldrige Executive Fellows Program—were recently selected for 2018 Leadership Excellence and Development (LEAD) Awards for being among the best in the world.“While we are honored and thrilled to once again be recognized as among the top leadership development programs in the United States and across the globe, such recognition would not be possible without the support and engaged commitment of the Baldrige Award recipients and our amazing cadre of volunteers. We believe that the innovation and collaboration of our unique public-private partnership is at the root of such achievements,” said Baldrige Director Robert Fangmeyer.

    Within the LEAD Awards’ education category—with subcategories for “custom content programming with emphasis on human resources” and “custom content programming with emphasis on leadership/organizational development”—the Baldrige Program ranks first and fourth, respectively, for 2018.

    Presented by HR.com, the LEAD Awards recognize outstanding achievements in leadership development and programs in the areas of education, corporate, and individuals on a local to global scale. They have been given out for 35 years and cover more than 30 education-based categories, including master’s and PhD programs, custom content continuing education programs, and mentoring and manager programs. The LEAD judges used websites and customer rankings to make their determinations.

    This year’s award winners are highlighted in the February edition of Leadership Excellence Essentials. The Baldrige Program is the only state or federal government program to be recognized within its LEAD Award categories.

    A press release by HR.com states, “Prestigious leadership awards salute the world’s top leadership practitioners and programs and highlight their roles in developing their most important asset – their people.”

    Since 2011, the Baldrige Program has been recognized numerous times for the quality of its leadership development programs. For example, in 2016 and 2017, Baldrige examiner training was ranked first in its award category, above numerous universities, and the Baldrige Program itself earned recognition for its combined leadership development offerings (including its executive fellows program) by ranking in the top two or top three in all the award categories in which it was eligible. In 2015, before the categories changed to be wholly education-based, the Baldrige Program was ranked first in the government and military category.

    The Baldrige Program is a public-private partnership that raises awareness about the importance of performance excellence and cybersecurity in driving the U.S. and global economy; provides organizational assessment tools and criteria; educates leaders in businesses, schools, health care organizations, and government and nonprofit organizations about the practices of national role models; and recognizes those role models with the Baldrige Award.