1. Baldrige Award Winners 2018

    November 17, 2019 by BPIR.com Limited

    Originally posted on Blogrige

    The U.S. Department of Commerce announced that six organizations will be presented with the Malcolm Baldrige National Quality Award. Baldrige is the nation’s only presidential award for performance excellence, recognizing U.S. organizations and businesses that have shown an unceasing drive for innovative solutions to complex challenges, visionary leadership and operational excellence.

    “With an emphasis on efficiency and best practices, the Baldrige public-private partnership generates $1 billion per year in economic impact for the U.S. economy,” said Secretary of Commerce Wilbur Ross. “The Baldrige Award embodies the competitive spirit and commitment to excellence that fuels our economic resurgence and drives our country forward.”

    The 2019 honorees are as follows:

    • Adventist Health White Memorial, Los Angeles, California (health care)
    • Center for Organ Recovery & Education (CORE), Pittsburgh, Pennsylvania (nonprofit)
    • City of Germantown, Germantown, Tennessee (nonprofit)
    • Howard Community College, Columbia, Maryland (education)
    • Illinois Municipal Retirement Fund, Oak Brook, Illinois (nonprofit)
    • Mary Greeley Medical Center, Ames, Iowa (health care)

    The 2019 Baldrige Awards will be presented at a ceremony on March 24, 2020, during the Baldrige Program’s 32nd annual Quest for Excellence® conference, which will be held in National Harbor, Maryland.

  2. Best Practice Report: Leadership: Engagement and Communication with Stakeholders

    November 11, 2019 by BPIR.com Limited

    A stakeholder is an individual or a group that holds a stake or, in other words, an interest in an organisation’s activities. Stakeholders can come from almost every area in which an organisation exists and operates: they can, for example, be employees, suppliers or customers; consumers, unions or legislators; banks, competitors or shareholders. Engaging and communicating with stakeholders is a fundamental ‘must’ for every organisation. Engagement goes beyond a simple exchange of information. Engagement involves listening, learning and collaborating with those who have a legitimate interest in an organisation’s activities, products and services. It is the process through which leaders (from CEOs to managers to team leaders) involve those people who may be affected by the decisions an organisation makes or might influence the implementation of the decisions. Stakeholder communication refers to all forms of communication-formal and informal-that leaders convey to the organisation’s stakeholders. Organisational communication can be considered a subset of the deeper role of stakeholder engagement, in which leaders play a critical role.
    In This Report:

    1. What does ‘engagement and communication with stakeholders’ mean?
    2. Which organisations have received recognition for engagement and communication with their stakeholders?
    3. How have organisations reached high levels of success through engagement and communication with their stakeholders?
    4. What research has been undertaken into engagement and communication with stakeholders?
    5. What tools and methods are used to achieve high levels of success in engaging and communicating with stakeholders?
    6. How can engagement and communication with stakeholders be measured?
    7. What do business leaders say about engagement and communication with stakeholders?
    8. Conclusion

    Access the report from here. At the bottom of the page is a PDF version of the report for easy reading. If you are a non-member, you will find some of the links in this report do not work. To join BPIR.com and support our research simply click here or to find out more about membership, email membership@bpir.com. BPIR.com publishes a new best practice every month with over 80 available to members.

  3. Board of Director Responsibilities

    November 8, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Harry Hertz

    The Baldrige Excellence Framework is underpinned by a set of 11 core values and concepts. These core values have guided both the development and understanding of the Baldrige Criteria for many years. They have served as the basis for defining role model leadership attributes. These leadership attributes, with a focus on the roles that Boards of Directors play, are also applicable to their performance. The core values are listed below with examples of their meaning for Boards.

    The values and examples are equally appropriate to public and privately held businesses, nonprofits, and public sector organizations. Depending on a board’s current focus and challenges, different attributes may have greater relative importance at a given time.

    Selects and Guides Visionary Leadership
    Exemplified by:

    1. Holding the CEO (the designated senior leader) accountable for adherence to the organization’s values and mission
    2. Reviewing organizational vision, strategies, CEO performance, and systems for achieving ongoing organizational success
    3. Inspiring and motivating the organization to achieve high performance, with high employee engagement
    4. Encouraging authenticity, allowing leaders to admit to missteps and encouraging them to report bad news

    Ensures a Systems Perspective
    Exemplified by:

    1. Holding the CEO accountable for setting a systems perspective across the organization, guiding and assessing the organization holistically
    2. Requiring a focus on strategic direction and customers to improve overall performance
    3. Ensuring utilization of the larger ecosystem (partners, suppliers, customers, communities) in which the organization operates to achieve efficiency and innovation

    Holds Leaders Accountable for Customer-Focused Excellence
    Exemplified by:

    1. Holding leaders accountable for a customer-focused culture in the organization, integrating customer engagement and loyalty as a strategic concept
    2. Requiring leadership attention to changing and emerging customer and market requirements
    3. Holding leaders accountable for the organization’s development of innovative offerings and customer relationships that serve as a differentiator from competitors

    Values People
    Exemplified by:

    1. Reviewing organizational culture to ensure a focus on meaningful work, engagement, empowerment, accountability, development, and well-being of workforce members
    2. Holding leaders accountable for an organizational environment of safety
    3. Ensuring a culture of inclusivity that capitalizes on the diversity of the workforce and the Board

    Holds Leaders Accountable for Organizational Learning and Agility
    Exemplified by:

    1. Reviewing organizational capacity for rapid change and for flexibility in operations
    2. Monitoring the organization’s ability to manage risk and make transformational changes despite ever-shorter cycle times
    3. Holding leaders accountable for embedding learning and improvement in the way the organization operates

    Focuses on Organizational Success (Sustainability)
    Exemplified by:

    1. Working with leaders to create a focus on short- and longer-term factors that affect the organization, its reputation, its stakeholders, and its future marketplace success, including needed core competencies and skills
    2. Accomplishing strategic succession planning for topmost leaders, selecting the CEO, and setting appropriate compensation
    3. Focusing on the “big picture,” ensuring that organizational planning anticipates future marketplace, economic, and technological influences and disruptions

    Guides the Organization for Innovation
    Exemplified by:

    1. Holding leaders accountable for an environment where strategic opportunities are identified, and the workforce is supported in taking intelligent risks

    Governs by Fact
    Exemplified by:

    1. Compelling the organization to measure performance both inside the organization and in its competitive environment
    2. Ensuring that data and analysis are used in operational and strategic decision making
    3. Challenging leaders and the organization to extract larger meaning from data and information
    4. Conducting audits and overseeing financial controls

    Encourages Societal Contributions
    Exemplified by:

    1. Acting as a governance role model for public and community responsibility
    2. Holding leaders accountable for organizational actions leading to societal well-being and benefit, thereby contributing to organizational success
    3. Motivating the organization to excel beyond minimal compliance with laws and regulations

    Ensures Ethics and Transparency
    Exemplified by:

    1. Demonstrating and requiring highly ethical behavior in all board and organizational activities and interactions
    2. Governing with transparency through open communication of clear and accurate information
    3. Holding leaders accountable for open communication of clear and accurate organizational information

    Ensures a Focus on Delivering Value and Results
    Exemplified by:

    1. Driving the organization to achieve excellent performance results
    2. Driving the organization’s leaders to exceed stakeholder requirements and achieve value for all stakeholders
    3. How do members of your Board Of Directors or your Advisory Body perform relative to these attributes and behaviors? Are they fulfilling all their responsibilities? Are they going beyond their roles and stepping into “leadership” roles? Would a discussion or self-assessment using these attributes enhance Board performance? This could start their journey into building a high performing organization in collaboration with the organization’s senior leaders.

  4. South African Quality Institutes latest news

    October 30, 2019 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.

    • Welcome to the October edition of our e Quality Edge
    • 25 years of Living Quality, By Paul Harding
    • SAQI Quality Training 2019 Psychology of an Audit, By Paul Simpson
    • Benchmarking for Best Practices, By Jorge J. Roman Ph.D
    • 2019 SAQI Plant Tour at Bevcan, Springs Hosted by Bevcan
    • SAQI Knowledge Forum at Assupol 9 October 2019
    • Yes, exams are stressful but…, By Dr Richard Hayward

    Click here to download this newsletter.








  5. It’s official…the all-new EFQM Model is finally here!

    by BPIR.com Limited

    Since its inception, the EFQM Model has provided a blueprint for organisations across and beyond Europe to develop a culture of improvement and innovation.

    Now, through the application of up-to-date content, insightful data, a new language and a fresh look at megatrends and various global shifts that are reshaping the world we live in, the EFQM Model provides a modern reflection of what good looks like right now.

    To co-create the new EFQM Model, nearly 2000 change experts were surveyed, facilitated 24 workshops internally, spoke face to face with leaders in over 60 diverse organisations and created a core team of experts and contributors from across industries and academia.

    The ground-breaking Model will help you develop a detailed, strategic approach to transformation, combining a cohesive array of elements for any unique organisational need or application.

    From defining a strong purpose, inspiring leaders at every level and creating a culture committed to driving performance, while remaining agile, adaptive and able to evolve for the future, the new EFQM Model offers a framework that any organisation can use to improve.

    Click here to order a copy of EFQM 2020

    Or click here to download a free short copy of the EFQM Model