1. Identifying and Applying Best Practices for Government

    January 5, 2016 by ahmed

    Dubai We Learn Logos

    The Dubai Government Excellence Programme (DGEP), part of the General Secretariat of the Executive Council of Dubai, launched the Dubai We Learn initiative in October 2015. This initiative is in cooperation with the Centre of Organisational Excellence Research (COER), New Zealand. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within the government sector.

    The initiative consists of the mentoring of 13 benchmarking projects, training in organisational learning and benchmarking, and the provision of a best practice resource, www.BPIR.com, for all 37 government entities.

    The 13 government projects are shown below:

    Government Entity Project title
    Dubai Cooperation for Ambulance Services Development of Emirati Paramedic’s Leaders
    Dubai Courts Personal Status Smart Certifications Services
    Dubai Culture Developing National Human Resources for Museums
    Dubai Electricity & Water Authority Shams Dubai Initiative
    Dubai Land Department Towards Happy Employees
    Dubai Municipality Improving Purchase Procedures and Channels
    Dubai Police Head Quarter Smart Police Officer
    Dubai Statistics Center Innovative Statistics
    General Directorate of Residency & Foreigners Affairs Dubai Developing a World-Class Customer Service Design Process
    Knowledge & Human Development Authority People Happiness
    Mohamed Bin Rashid Enterprise for Housing Improving Customer Experience
    Public Prosecution Judicial Knowledge Management
    Road and Transport Authority RTA’s Knowledge Repository Gateway

    For more information about this initiative download the attached article and sign-up up to COER’s newsletter to receive the latest updates.


  2. A Survey for Schools that Aspire to be the Best

    October 18, 2015 by ahmed

     

    Benchmarking is widely used around the world to improve the performance of organizations by learning best-practices and implementing them to the organizational context. The education sector is utilizing benchmarking extensively. International benchmarking programs for school systems have been introduced by the Organization for Economic Cooperation and Development (OECD) and the International Association for the Evaluation of Educational Achievement (IEA). The purpose of these programs is to monitor the performance of school systems on their own and relative to one another.

    In order to investigate the contribution of benchmarking to the performance of schools and school systems around the world, research is being conducted by the Centre for Organisational Excellence Research. To assess the extent of use and impact of benchmarking in school systems a questionnaire was administered to the administrators of school systems. Twenty school systems have participated in this research including Finland, Estonia, Poland, Spain, Dubai, Czech Republic, Portugal, Iceland, Sri Lanka, Norway, Iredell-Statesville schools (USA), Chugach School District (USA), Vietnam, Sweden, Serbia, Indonesia and Belgium.

    Now, a questionnaire has been designed for schools.

    The link to the online questionnaire, with a completion date of 15th November 2015, is:

    https://www.surveymonkey.com/r/SchoolQuestionnaire2015

    If you are responsible for a school and/or the administration, leadership or governance of a school we would be very interested in hearing from you. We would be delighted if you could participate in the research.

    We would appreciate your participation.

    Thank you.

    Rubab Malik, PhD Researcher, Centre for Organisational Excellence Research, www.coer.org.nz
    rubabmalik@gmail.com


  3. A Practical Approach to Process-Oriented Knowledge Management

    July 23, 2015 by ahmed

     

    Due to global competition and increasingly dynamic markets, the importance of intangible resources such as knowledge has been growing dramatically, especially for small and medium-sized enterprises (SME). SMEs have to be more innovative, flexible, and efficient to successfully cope with typical challenges such as growing competition and rapidly changing demand patterns.

    In the past, knowledge management has been successfully implemented and developed by large enterprises in particular. In contrast, knowledge management for SME is not a matter of course yet. However, current survey results affirm that activities in the area of knowledge management depend less on the size of an enterprise or its industry, but rather on an enterprise’s business strategy and core competencies. In the light of these results, SMEs seem not to have disadvantages regarding the implementation of knowledge management because of their size or industry, but rather because they need to take strategic decisions to implement such solutions and have difficulties in doing so. Against this background, the German Federal Ministry of Economics and Technology started the initiative “Fit für den Wissenswettbewerb” to support especially SMEs on the way to the knowledge society. In the course of the initiative, the research institutes Fraunhofer IPK and Fraunhofer IFF initiated the project “ProWis – Prozessorientiertes und integriertes Wissensmanagement in KMU”. Within this project, researchers designed methods meeting the specific needs of SMEs allowing the implementation of process-oriented knowledge management at reasonable efforts.

    Building up on the developed methods, both institutes accompanied 15 SMEs during the implementation of knowledge management and used the findings from these implementations to refine the methods. The results of the project are summarised in the guideline “Praxisleitfaden Wissensmanagement”, which is freely accessible to interested parties and enables SMEs to systematically and autonomously implement knowledge management. Based on the aforementioned results, this article illustrates the processoriented implementation of knowledge management according to the ProWis approach and, by means of a case study, leads the reader through the single steps of the implementation process towards a business process-oriented knowledge management.

    Download the full article from here


  4. Benchmarking For Education Systems: A Global Study

    July 12, 2015 by ahmed

     

    Benchmarking is widely used around the world to improve the performance of organizations by learning best-practices and implementing them to the organizational context. The education sector is utilizing benchmarking extensively. International benchmarking programs for school systems have been introduced by the Organization for Economic Cooperation and Development (OECD) and the International Association for the Evaluation of Educational Achievement (IEA). The purpose of these programs is to monitor the performance of school systems on their own and relative to one another.

    In order to investigate the contribution of benchmarking to the performance of schools and school systems around the world, research is being conducted by the Centre for Organisational Excellence Research. To assess the extent of use and impact of benchmarking a questionnaire has been developed for the administrators of school systems to complete.

    The link to the online questionnaire, with a completion date of 22 July 2015, is:

    https://www.surveymonkey.com/r/SchoolSystemQuestionnaire2015

    In the near future a questionnaire for schools will also be designed.

    If you are responsible for a school system and/or the administration, leadership or governance of a school we would be very interested in your participation in the research. For further information please contact me at rubabmalik@gmail.com.

    Thank you.
    Rubab Malik, PhD Researcher, Centre for Organisational Excellence Research, www.coer.org.nz


  5. New Research Shows 61 Countries with National Business Excellence Awards

    April 12, 2015 by ahmed

    To review the most recent research click here

    Research conducted by the Centre for Organisational Excellence Research (COER) has revealed that at least 61 countries have a National Business Excellence Award. This is lower than previous estimates which have been as high as 90 plus. This new research only considered awards that were known to be active. To be considered as active there needed to be up-to-date information published on the award, the award needed to have been awarded in the last two years or clear evidence provided that an award was planned for 2015.

    Whilst 61 countries have active awards an additional 16 countries were identified as “may have a business excellence award and/or major initiatives that encourage the use of business excellence frameworks”. It was difficult to verify the current situation in these 16 countries from the available information.

    COER and BPIR.com encourage readers of this blog to check the list and inform us if our information on your country’s award is incorrect or missing.

    The following graph shows that the EFQM Excellence Model is the most popular in the world with use throughout Europe and the Middle East. The Baldrige Excellence Framework is used in the United States and many countries in Asia. Most countries use the latest versions of these models whilst others make small design adjustments or use earlier versions to suit their own country’s needs.

    Types of Business Excellence Models

    Judging from this research, business excellence is alive and well. However, some countries are struggling to keep their awards’ active in the long-term.

    In the Asia-Pacific region the Asian Productivity Organisation (APO) are working hard to help countries introduce and sustain business excellence. Business excellence is recognized as a prime contributor to productivity growth through its holistic approach that links Inputs (such as Leadership, Strategy, Customer Focus, Workforce Focus, Measurement, Analysis and Knowledge Management, Operations) to Outputs (Results). It is perhaps the ultimate productivity framework as it encompasses everything an organization and country should consider to achieve advances in social, political, economic and environmental performance.

    Business Excellence Model

    At a recent APO Conference on “Expanding Business Excellence” there were attendees from 12 Asian countries with representatives from National Productivity Organisations (NPO) that are responsible for supporting and/or administrating National Business Excellence Awards. This was an opportunity for sharing experiences. One of the challenges in Asia is that business excellence is often perceived as an award framework rather than an approach which can guide organizations towards world-class performance. NPOs are now beginning to address this through developing clear and measurable national business excellence strategies to spread awareness and use of business excellence. This requires NPOs to provide more services that a larger number of organizations can benefit from such as training, mentoring, networking opportunities, best practice visits and self-assessment tools with tailored services for specific sectors and SMEs.

    APO conference
    Representatives from businesses and NPO’s across Asia at the APO’s Enhancing Business Excellence Conference in Islamabad, Pakistan, with Chief Expert Dr Robin Mann, COER, and Resource Experts Harnek Singh, ST Engineering, Singapore and Ku Yuen Wah, OCBC Bank, Singapore, 31 March – 2 April 2015

    In Asia, Singapore are acknowledged as leaders in business excellence with their mantra “Business excellence is a journey and not a destination” to highlight that awards are only one component of an integrated national business excellence strategy. Other countries such as Sri-Lanka and Fiji are achieving high levels of engagement particularly in the public sector through mandatory or incentivized programmes that are supported by their respective Prime Ministers. Unfortunately, other countries are struggling to obtain high level support to start or maintain their programmes. One example is Pakistan which has had two failed attempts at introducing business excellence awards in 2006 and 2011. Pakistan are now planning to introduce business excellence for a third time but in a more sustainable manner. Their first-step was to host the “Expanding Business Excellence” conference. Their next step is to engage key stakeholders from the private and public sector to plan a national business excellence strategy.

    COER supports organisations and countries in business excellence in a number of ways:

    • The BPIR.com contains a wealth of best practice information including the largest collection of Award Winners (over 15,000 potential benchmarking partners) and 1,000’s of best practices that are categorized by business excellence frameworks, and over 70 simple self-assessment tools.
    • COER is working closely with a number of countries to help them develop national business excellence strategies and services.
    • COER is undertaking research that is improving our understanding of National Business Excellence Awards and strategies.

    In January 2015, COER launched a research project called “Excellence Without Borders”. This project aims to assist the administrators and custodians of business excellence to effectively develop and manage regional and national business excellence strategies and awards. This project is expected to involve over 30 countries and will investigate how business excellence custodians:

    1. Design their business excellence frameworks;
    2. Deploy their business excellence frameworks (consisting of “awareness” – how custodians create awareness of the framework; “application” – how custodians are assisting organizations in applying or using the framework; and “recognition” – how custodians recognise and reward those organizations that achieve excellence as assessed against the framework);
    3. Support the design and deployment of their business excellence; and
    4. Measure the success of their business excellence frameworks.

    For more information on COER’s work please contact Dr Robin Mann, r.s.mann@massey.ac.nz