1. COER News – Benchmarking and Business Excellence, December 2016

    December 7, 2016 by ahmed

     

    This December, the Centre for Organisational Excellence Research (COER) has issued its latest newsletter.

    If you are short of time to read the PDF we wish to inform you of a major event next year – The 5th International Best Practice Competition. This Competition will be held in Mumbai, India, 25/26th April 2017. The First Call for entries closes on 23 January 2017 so please think about what you do well inside your organisation and apply for entry at http://www.bestpracticecompetition.com/entry-form. This is a fun event and great for learning and sharing best practices. If your best practice is selected you will be invited to give an 8 minute presentation in Mumbai, India and share your best practice with more than 30 others with the chance to be selected as the Winner! Entry is free but there is a fee if you qualify to give a presentation to cover the competition’s administration costs.
     

     

    Whether you are looking to know the latest COER publications in the field or you would like to know what are the latest must attend events you will find it in COER’s newsletter.

    The contents for the newsletter are listed below:

    • 5th International Best Practice Competition
    • Dubai We Learn – Knowledge Sharing and Innovation Initiative
    • Benchmarking Certification (New 7-Star Recognition System)
    • A Guidebook for National Productivity Organisations
    • COER’s research projects
    • PhD Research Opportunities
    • Read the LATEST on our Best Practice Resource – BPIR.com
    • BPIR.com – Looking to make a Bigger Impact
    • COER’s workshops
    • Events
    • Other Activities/Articles of Interest

    You can download the newsletter from here


  2. Cyber security risk management: what should we be talking about?

    November 27, 2016 by ahmed

    Cyber_security

    Originally posted on Blogrige by Dawn Marie Bailey

    Disrupting, destroying, or threatening the delivery of an organization’s essential services—no matter what industry they are in—can be mitigated by chief information officers following six steps—among them elements that are in complete alignment with the Baldrige Excellence Framework, according to a cyber security expert.In a recent blog “CEOs: Interviewing CIOs? Six Things to Listen for Regarding Cyber Security Risk Management,” Todd McQueston, head of global product marketing and business development for Wolters Kluwer Health, compiled what C-suite leaders should be talking about, based on an interview with Bob Merkle, a cyber security risk management consultant. Among the six things to listen for include long-term systems thinking and a strong quality control system.

    McQueston also highlights the recent NIST announcement regarding the Baldrige Cybersecurity Initiative, which has been publicly endorsed by, among others, U.S. Chief Information Officer Tony Scott, who is helping to lead the President’s Cybersecurity National Action Plan. (The Baldrige Program is currently seeking feedback on the Baldrige Cybersecurity Excellence Builder, a self-assessment tool integrating Baldrige concepts and the NIST Cybersecurity Framework.) The Baldrige Cybersecurity Excellence Builder is intended to enable organizations to better understand the effectiveness of their cybersecurity efforts and identify opportunities for improvement.

    To read McQueston’s complete blog, please go to https://www.linkedin.com/pulse/ceos-interviewing-cios-six-things-listen-regarding-cyber-mcqueston.


  3. A systems perspective to leadership and strategy

    November 25, 2016 by ahmed

    Originally posted on Blogrige by Harry Hertz

    I recently read a summary of an interview with Wharton Professors Harbir Singh and Mike Useem. The interview relates to their new book, The strategic leaders roadmap. In the book they contend that successful senior executives must be capable of integrating strategic thinking with strong leadership skills.Leaders who adopt the Baldrige excellence framework have already successfully addressed this integrative need because of the questions in the Leadership and Strategy categories of the Baldrige criteria. Indeed, the key considerations that Singh and Useem outline are contained in item 1.1 on Senior Leadership and item 2.1 on Strategy Development and are systemically interrelated in the criteria.

    Here are the key points I gleaned from the interview and how they relate to the relevant Baldrige criteria:

    • Leaders must inspire the workforce, and must also deliver strategic inspiration and discipline: The Baldrige criteria (item 1.1) ask how senior leaders create a focus on action that will achieve innovation and intelligent risk taking, and attain the organization’s vision. Item 2.1 asks how the organization seeks out potential blind spots in its strategy to avoid a senior leader’s bias or potential lack of realization that there is a changing external or competitive environment. Such bias may cause a disciplined approach to a poor strategy.
    • Leaders may be good at strategic thinking, but thin on making things happen, driving strategy and change through the organization: This is the very reason that starting with the Baldrige excellence builder, the criteria ask (item 1.1) how senior leaders set an overall focus on action and, in specific, in item 2.1 ask about the ability to execute the strategic plan and to achieve transformational change.
    • Leaders must realize that execution is not just about the workforce following orders, but that it is about creating and enhancing the value proposition to the client and getting ideas from the entire workforce: In item 1.1, customers and the workforce receive significant attention. At the Excellence builder level the criteria ask: “How do senior leaders communicate with and engage the entire workforce and key customers?” In the more detailed Baldrige criteria there are questions about senior leaders’ two-way communication with the workforce, and their actions to reinforce a customer focus, foster customer engagement, and create customer value.
    • Leaders must balance quarterly results with setting the tone of an ethical climate and a policy of integrity first: Here too, item 1.1 of the Baldrige criteria sends a clear message by asking how senior leaders’ actions demonstrate their commitment to ethical behavior and how they promote an organizational environment that requires it.
    • Leaders must create agility and adaptability in the organization: Item 2.1 specifically asks how the strategic planning process addresses the potential need for organizational agility and operational flexibility.

    While I have given some very specific examples from the Baldrige criteria, these are just examples. The systems perspective of Baldrige means these topics are addressed at appropriate places throughout all seven categories of the criteria to cause linkages wherever valuable.

    Professors Singh and Useem summarize their treatise by saying that senior leaders must be strategic in thought and lead well. I would assert that you can simply operationalize this unified concept (and more) by following the advice given in items 1.1 and 2.1 of the Baldrige criteria. And in the process, gain a systems perspective of all that is important in leadership and strategy.


  4. Chapter on Organizational Excellence for the global encyclopedia

    November 19, 2016 by ahmed

     

    This article has been provided by Dawn Ringrose, Organizational Excellence Specialists, OETC and GBN, Canada

    Dawn had the unique honour to author a Chapter on Organizational Excellence for the Global Encyclopedia of Public Administration and Public Policy (doi:10.1007/978-3-319-31816-5_16-1). The Editor in Chief was Ali Farazmand, the publisher was Springer International Publishing Switzerland and the encyclopedia was published in 2016.The Chapter:

    • answers the question “What is Organizational Excellence?”
    • shares key research findings that validate the positive relationship between implementing an excellence model and improving organizational performance
    • lists the key benefits of implementing an excellence model
    • identifies a gap in the literature that was addressed by the Organizational Excellence Framework publication
    • describes the key steps to follow when implementing an excellence model
    • concludes with the challenge that remains, to increase awareness about excellence models and describes research that is being undertaken to address this challenge, the ‘first global assessment on the current state of organizational excellence’ (Organizational Excellence Technical Committee, QMD, ASQ)

    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.
    Interested organizations are invited to:


  5. Call to participate in the 1st Global Assessment on the current state of organizational excellence

    by ahmed
    This article has been provided by Dawn Ringrose, Organizational Excellence Specialists, OETC and GBN, Canada

     

    At the 10th International Benchmarking Conference Dawn will be presenting on the ‘first global assessment on the current state of organizational excellence’. To date, we have received close to 200 assessments but do not have a statistically significant sample from all countries. In the next 10 days we urge all COER and BPIR members to participate in the assessment and extend the invitation to their contacts so that we have some good interim results to share at the International Benchmarking Conference (IBCON) in Nanjing, Jiangsu, China on December 8, 2016.

     

    To participate in the global assessment, you have two choices:

    Is Your Organization The Best It Can Be?

    You are invited to participate in the 1st Global Assessment on the Current State of Organizational Excellence that is being conducted by the Organizational Excellence Technical Committee, Quality Management Division, ASQ (OETC) and has been endorsed by the Global Benchmarking Network (GBN).

    This research is intended to provide benefit for all stakeholders:

    • Contribute to the OETC 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 mandate “to promote and facilitate the use of benchmarking and sharing of best practices by helping each other and working together
    • Create awareness with leaders and managers about the principles and best management practices that are common to high performing organizations
    • Enable organizations to build on strengths and address opportunities for improvement
    • Provide a snapshot about the extent to which best management practices are deployed by organization size, industry sector and country

    The assessment tool is based on the Organizational Excellence Framework (OEF) that integrates leading excellence models and provides implementation guidelines for the practitioner. Authored by the representative for Canada on the OETC and GBN, the publication is intended to provide additional support for excellence models and encourage organizations to use validated best management practices to improve their performance and productivity. For those interested and as a thank you for participating, the publication may be downloaded at no charge on the home page at http://organizationalexcellencespecialists.ca

    Note: Individual responses for both assessments will be strictly confidential. Only the aggregate data will be reported.