1. Governance – Aspiring to Greatness

    August 6, 2014 by nick.halley

    Boards that aspire to greatness establish a culture of integrity, built on a strong ethical foundation and are rigorous in their endeavour to add value.


    Great Boards

    Create a healthy robust decision-making culture; one that creates a sense of loyalty among various stakeholders. Incorporating in their governance framework is a comprehensive and forward-looking risk oversight philosophy which includes developing a risk culture, an agreed appetite for risk, maturity assessments as well as aligning risk, strategy and disclosure activities.

    Board composition is built not only around size and diversity of talent but designed with the organisation’s sustainable future in mind. Succession planning is an agenda item and boards conduct director assessments regularly. Similarly they encourage board members to continually up-skill.

    Great boards demand a view of the bigger picture, make sure they understand what is the real problem and avoid focussing on ‘silo’ solutions.

    Great boards look forward rather than just responding to changing conditions, analyse what drives values, stress-test alternative strategies and allocate/reallocate resources accordingly.

    Great boards aspire to create a sound foundation by deliberating about their processes; for example, seeking to remove any bias from the decision-making processes.

    Great boards have directors who are all over the numbers and data’ carefully monitoring the financial situation and understanding the potential ramifications of them. Compliance is a non-negotiable item.

    Great boards have a Chair chosen on his/her ability not popularity.

    Great boards work collaboratively with managementto create direction and goals that are clear to all and are measurable.  Everything that occurs within the organisation is linked to the desired outcome.

    Read other articles to help you govern better.


    How do you know when you don’t have effective governance?

    Read about the danger signs and call Bev or Nick for a confidential consultation on how to improve your board.

    Dr Bev Edlin and Nick Dangerfield are the executive directors of Boardroom360.

    Being a director brings with it responsibilities and accountabilities. Bev and Nick believe more needs to be made of these imperatives to not only improve governance but to protect the rights and entitlements of shareholders.

    Contact Bev on 027 618 4787 orbev@boardroom360.com
    and Nick on 021 273 6476 ornick@boardroom360.com


  2. EFQM Award 2014

    August 5, 2014 by nick.halley

    The EFQM Excellence Award 2014 Nominees

    This year’s Nominees are (listed in alphabetical order):

    BMW AG Werk Regensburg

    Plant Regensburg has been manufacturing vehicles for BMW AG since 1986. In 2013, 295,417 vehicles (daily production output: 1,100 units) made in Regensburg were delivered to customers all over the world. So Plant Regensburg is the third largest plant in the BMW Group production network. Products include BMW series 1, series 3 (Sedan), series 4 (convertible), M3 Sedan, M4 convertible, Z4.

    BOSCH Tecnologie Diesel e Sistemi Frenanti S.p.A.

    BarP is an operational unit of the Diesel Systems Division which is part of the Automotive Technology Business Sector of the Bosch Group. BarP produces Common Rail diesel fuel injection pumps. With nearly 1,700 associates and more than 240 million Euros sales, it is the largest Bosch entity in Italy and the biggest automotive plant in Apulia.

    Infineon Technologies Austria AG IFAT

    Infineon Technologies Austria is Infineon`s globally leading competence unit for power semiconductors. It draws on synergies in R&D expertise, manufacturing excellence and global business responsibility to drive the company`s success worldwide.

    One Vision Housing

    One Vision Housing is a Registered Provider of Social Housing with more than 11,500 homes across Sefton, Merseyside. It was formed in October 2006, following a successful stock transfer from Sefton Council and are a  not for profit organisation, regulated by the Homes and Communities Agency. One Vision Housing is part of the Sovini Group which was formed in December 2011 and also includes Pine Court Housing Association, Sovini Property Services and Teroma (trade supplies).

    Pompes Grundfos SAS

    Pompes GRUNDFOS SAS France (internally designated as PGF) is one of Grundfos fifteen production companies. Established in 1972 and located in Longeville-lès-Saint-Avold in Moselle, PGF is the result of the commitment to internationalisation and development of the Group outside Denmark. The key sectors of PGF are the customisation, manufacturing and distribution of circulators and pump systems.

    REGTSA – Recaudacion y Gestion Tributaria de Salamanca

    REGTSA is an Autonomous Body attached to the Province Council (Diputación Provincial) of Salamanca (Spain), established in 1992 with the purpose of providing tax management and collection services to the municipalities in the province. It started up on 1st January 1993, with the secondment of the staff of the former Provincial Tax Collection Service.

    Siemens Motion Control, Congleton

    Siemens Congleton, based in Cheshire UK, is an operational manufacturing unit within the Drive Technologies division (DT) which is a part of the Industry sector. DT comprises several business units with 45 factories worldwide. Siemens Congleton is a contract manufacturer for the Motion Control business unit (MC) within DT, supplying over 1.2 million electrical devices, including 500,000 variable speed drives (known as Inverters), to Siemens MC and is 1 of 9 global MC manufacturing facilities.

    The Cedar Foundation

    The Cedar Foundation (Cedar) is a leading voluntary organisation in Northern Ireland focusing on inclusion for people with disabilities. Cedar is a service provider and their purpose is summarised in their Vision and Mission statements. The Vision is a society accessible to all. The Mission is to provide exceptional services that support children and adults with disabilities to participate in all aspects of community life.

    Join us at the EFQM Excellence Award ceremony on the 20th of October in the Autoworld museum, Brussels. Click here for more information on the EFQM Forum and the Celebration Dinner.


  3. Learn Using the Latest Baldrige Education Case Study

    July 22, 2014 by nick.halley

    The Baldrige Program is often asked for examples of how organizations use the Baldrige Criteria for Performance Excellence to improve—whether the organization wants to improve just one area, a certain process and its associated results, or the entire organization from end-to-end.

    The 2014 Baldrige Case Study: Buckeye City Schools (PDF) shows examples (both best practices and early approaches) of how a fictitious K-12 school system used the Baldrige Education Criteria to focus on its strategic challenges, improve student learning and other results, and leverage its core competencies and advantages.

    Written by a team of volunteer Baldrige examiners, Buckeye City Schools is a preschool and kindergarten through grade 12 public education school system located in Ohio. The school system was designed to show an organization that was mature enough to compete for the Malcolm Baldrige National Quality Award, with processes that resulted in excellent educational outcomes but also with prudent management of financial and other resources.

    The school system is challenged by uncertainty around state funding, the number of students choosing alternative educational offerings, cost containment and efficient use of resources, and competition for students and workforce members. At the same time, the school system is cultivating a culture of innovation, focusing on student achievement and learning, benchmarking from within and outside the education sector, embracing social media, and collaborating with other school districts to run an online charter school in response to voice-of-the-customer data.

    You can learn how Buckeye City Schools scored in an assessment against the 2013–2014 Education Criteria:

    For superintendents and other educators who want to get started with the Education Criteria, in addition to best practices and other examples found in this case study, resources are available on Baldrige in education and how to get started with the Criteria.

    Each year, the Baldrige Program produces a new case study that describes how a fictitious organization is fulfilling the requirements of the Criteria. The case studies rotate sectors from year to year in order to show examples for a variety of organizations using the three versions of the Criteria: Business/Nonprofit, Health Care, and Education.

    Baldrige case studies have at least three purposes. First, given that actual Baldrige Award applications remain confidential until award-winning organizations approve selected content for public sharing, the case studies are used to train examiners for the Baldrige Program’s annual award process. Second, case studies serve as sample applications for organizations interested in applying for a Baldrige Award. In addition, the case studies show organizations in every sector how they might use the Criteria questions to assess and improve their performance, even if they are not interested in applying for a Baldrige Award.

    Additional Baldrige case studies are available in an online archive of publications.


    Originally posted at http://www.nist.gov/baldrige/buckeye.cfm


  4. Book release: Building Anti-Fragile Organisations

    July 5, 2014 by ahmed

    Anti fragile 2

    Anti fragile

    I am delighted to announce that my book, ‘Building Anti-Fragile Organisations; Risk, Opportunity and Governance in a Turbulent World’ is now on sale!


    The recent world crises should have taught us one thing; we can no longer just focus on organisational efficiency and effectiveness. For them to survive and flourish, we should design and manage our organisations to become stronger from being stressed, not just be robust against stress, since there is no level of robustness that is `safe enough`. This property, borrowed from biology, has been labelled by Nasem Taleb as Anti-Fragility. As well as being a new way of thinking about mitigating risk, Anti-Fragility also encompasses flexibility, agility and the exploitation of opportunities.

    Professor Bendell explains how applying this concept to the development and management of organisations, services and products, allows us to identify the characteristics of these that will not only mitigate against the realisation of hazards, but will enable growth in protection, strength and Anti-Fragility over time.

    This book links theory and practice through the discussion of specific private and public sector cases. It will be of value to practising managers and particularly to organisational change, quality management, organisational excellence, risk and finance specialists, as well as to business students.

    I hope you enjoy the book and would love to hear what you think…
    Tony
    Professor Tony Bendell


    The ISBN number for the printed book is 978-1-4724-1388-8, the e-book is 978-1-4724-1389-5 and 978-1-4724-1390-1 for the Kindle version. The book is a hardback of 248 pages and priced at £65.00 (UK and Rest of the World) or $109.95 (North America).
    For direct purchase from myself and signed copies (with optional dedication) my contact details are as follows:
    Tony Bendell, The Anti-Fragility Academy Direct Sales, Charnwood House, 17 Caythorpe Road, Lowdham, Nottingham, NG14 7DZ, UK;
    telephone: +44 (0) 115 9669460; fax:+44 (0) 115 9663191; email: booksales@theanti-fragilityacademy.co.uk
    website: www.theanti-fragilityacademy.com/booksales


  5. The leadership re-imagination initiative global survey

    June 1, 2014 by ahmed

    The LEREPA is a survey instrument designed to measure qualities of a re-imaginative leader. The instrument can be applied at the micro level of the organization and at the macro level of an entire country or region and is designed to measure the leadership re-imagination quotient of leaders across the world.
    This survey now being conducted is a global one. The findings of this survey will enable the Caribbean Leadership Re-Imagination Initiative, and its research partners (Business Process Improvement Resource, Organizational Excellence Technical Committee, Global Benchmarking Network) to provide a global measure of re-imaginative leadership and contribute to the shaping of a discussion on what leadership in the future might or should look like.
    Leadership re-imagination explores a number of key leadership competences and commitments, including:

    • Alternatives-thinking
    • Constructive subversion
    • Mutual Accountability
    • Authenticity
    • Integrity

    The notion of Leadership Re-imagination is a proposition that there is an approach to leadership that departs from popular practice and conceptions. Leadership Re-Imagination is, in the first place, a discipline in alternatives-thinking. Alternatives-thinking is basically the belief there are smarter, more efficient, more inclusive, more effective, more people-oriented, and more customer-service driven ways of conducting business. Alternatives-thinking assumes there are good ways of getting things done but is characterized by an inclination to wonder aloud whether there might be a better way.
    To participate in this inaugural research, that will establish a baseline on the current state of leadership around the globe, please click on the following link http://www.surveymonkey.com/s/5FBSSDV . The survey should take between 10 and 15 minutes to complete and the deadline for completion is July 10, 2014. Once the survey results have been analyzed, the findings will be shared on www.bpir.com . Respondents that have questions about the survey are invited to contact the author directly. Dr. Canute Thompson can be emailed at canutethompson1@gmail.com