1. Reserve these dates – The Global Organisational Excellence Congress, 10-12 December 2018, Abu Dhabi, UAE

    March 1, 2018 by ahmed

    Abu Dhabi 2018

    Posted by Dr Robin Mann, CEO, COER Limited and BPIR.com

    Start planning now to attend the Global Organisational Excellence Congress

    This is going to be an event that gets you excited with a big WOW!

    The Abu Dhabi International Centre for Organisational Excellence of the Abu Dhabi Chamber of Commerce & Industry has brought together a number of prestigious international conferences/events into one major event.

    The Congress brings together:

    24th Asia Pacific Quality Organisation International Conference

    • ACE Team Awards Competition 2018
    • 18th Global Performance Excellence Award

    12th International Benchmarking Conference

    • 6th Global Benchmarking Awards

    6th International Best Practice Competition

    • 2nd Organisation-wide Innovation Award

    Sheikh Khalifa Excellence Award’s Best Practice Sharing Conference

    With a theme of “The road towards excellence in organisational performance & nation building” the Congress will explore what is excellence in today’s fast paced and ever changing business world and how organisations and nations can move towards, achieve and sustain excellence.

    This won’t be an ordinary conference – it will be extraordinary – encouraging considerable networking and sharing of best practices. Competitions such as the ACE Team Awards Competition, Global Benchmarking Awards, International Best Practice Competition and Organisation-wide Innovation Award provide opportunities for organisations to showcase their best practices and learn from each other.

    The Asian Pacific Quality Organisation and Global Benchmarking Network represent more than 40 countries worldwide and bring with them a wealth of experience and knowledge on how quality is a building block for excellence and how benchmarking through the search and adoption of best practices leads to excellence.

    It is appropriate that the Congress is held in Abu Dhabi, United Arab Emirates. The UAE has invested heavily in learning about and applying excellence both in the private and public sector. Excellence models such as EFQM Excellence Model and the 4th Generation of Excellence Model are used extensively for assessing excellence and guiding improvement initiatives. This has led to dramatic improvements in the business environment and society as a whole with the UAE becoming one of the most favoured destinations for business and tourism in the world. The Congress will support the UAE on its journey to excellence whilst showcasing its significant achievements and leadership in many areas to the rest of the world.

    Within the next month a website on the Congress will be up and running. In the meantime if you have any questions on the conference please email me, Dr Robin Mann at congress@coer.org.nz.

    COER are a co-organiser of the Congress, along with ADICOE from the Abu Dhabi Chamber of Commerce.

    Also, you can view here a short video that I made for an UAE audience where I announced the Congress. The video will give you an insight into the magnitude of the event.

  2. First global assessment on the current state of organizational excellence

    February 28, 2018 by ahmed


    What is the Current State of Organizational Excellence around the World? The “Organizational Excellence Technical Committee” (OETC) aims to answer this question with a global assessment of organizations across industry sectors and geographical regions. You are invited to participate in the Global Assessment on the Current State of Organizational Excellence that is being conducted by the Organizational Excellence Technical Committee (OETC) Quality Management Division, ASQ.


    On March 31, 2015, the Organizational Excellence Technical Committee QMD, ASQ (OETC) launched the ‘first global assessment on the current state of organizational excellence. This research has been supported by the Global Benchmarking Network, International Academy for Quality and ISO Technical Committee 176. The project is intended to provide data on the extent to which organizations are characterized by the principles and the best management practices of high performing organizations that are found in excellence models.

    Over 20 years of global research has validated the positive relationship between implementing an excellence models and developing a culture committed to excellence and improving organizational performance. Much of this research has focused on the organizations that have successfully applied excellence models (e.g. EFQM, Baldrige, Canadian Framework for Excellence, Australian Business Excellence Framework). This particular research project is more robust in that it aims to gather data from a more varied population:

    • Leadership and management personnel (up to two people per organization)
    • Different size organizations (micro, small, medium, large)
    • Different types of organizations (government, business, non-profit)
    • 233 countries or 6 regions
    • 21 industry sectors (International Standard Industrial Classification)
    • Organizations with and without awareness of excellence models

    With enough respondents, the aggregate findings will provide a snapshot of the current state of organizational excellence around the world and provide a summary of the strengths and opportunities for improvement by organization size, industry sector and country.


    The aggregate findings are intended to provide benefits for the excellence community in general and for the working population at large:

    • Uniting the excellence profession on a common project
    • Encouraging organizations to start or continue their excellence journey, using an excellence model
    • Providing dashboard results to show aggregate ratings on principles and best management practices by organization size, industry sector and geographical region
    • Sharing aggregate results on the OETC Linkedin site
    • Encouraging organizations to:
      • benchmark their performance
      • apply for a national excellence award
      • apply for an international best practice award
      • apply for an international benchmarking award
    • Envisioning that organizations improving their performance will make a positive contribution to a local economy, trade and resident quality of life
    • Enabling all countries to participate, in a more competitive and sustainable way in the global economy
    • Making the world a better place for future generations

    Assessment Tool

    The assessment tool being used in the research is based on the Organizational Excellence Framework. This publication was authored by Dawn Ringrose MBA, FCMC (2010) who has practiced in the field of organization excellence for 30 years and is currently the representative for Canada on the Organizational Excellence Technical Committee http://www.asq-qm.org/organizational-excellence and the Global Benchmarking Network http://www.globalbenchmarking.org/the-network/current-members. The publication is unique in that it “integrates the leading global excellence models” that define the principles and best management practices and is unique in that it ‘provides implementation guidelines’ that are used by quality and management consulting professionals. The publication is available for download at no charge at http://organizationalexcellencespecialists.ca and a high level version of the assessment tool is found in Appendix 3 of the publication.

    The automated assessment tool is powered by www.QLBS.com and: shares principles and practices to rate using a five and four point scale respectively, allows the respondent to obtain more information by holding their cursor over the item in question, captures the self-assessment ratings and open ended comments, aggregates the data for further analysis and prepares real time dashboards.

    There are two assessments for respondents to choose from:

    1. The Teaser Assessment on the principles takes 5 minutes to complete and delivers a free feedback report to the respondent’s inbox http://www.qlbs.com/QimonoVBA/assessment/OrgExFrameworkTeaser
    2. The Full Assessment on the principles and best management practices takes between 15 and 30 minutes to complete, depending on organization size, and can be used to benchmark with others http://www.qlbs.com/QimonoVBA/Assessment/OrgExFramework
      Individual organization data will be held in strict confidence and only aggregate data will be reported.

    Volunteer Commitment

    Organizational Excellence Specialists Inc has agreed to conduct this research project on a volunteer basis and has recruited a talented team of researchers from around the world to work on the project http://organizationalexcellencespecialists.ca/about-us.

    Three important roles amongst these volunteers include: Project Leader – Dawn Ringrose; Assistant to Project Leader – Mohammad Hossein Zavvar Sabegh; Project Advisor – Dr. Paulo Sampaio.

    The excellence community has also been invited to participate.

    All active research partners will be recognized as contributors in the final report.


    For more information on the global assessment research and to participate as a research partner, please contact Dawn Ringrose, Principal, Organizational Excellence Specialists Inc at dawn@organizationalexcellencespecialists.ca

    Participate in the Global Assessment Today !

    View our Global Assessment postcard here!

    View the Real Time Dashboard Results !

  3. A car dealership that helps other organisations run better

    February 25, 2018 by ahmed


    Originally posted on Blogrige by Christine Schaefer

    How did a car dealership in New Mexico earn America’s most prestigious award for business excellence? The last time we interviewed Lee Butler of Don Chalmers Ford (DCF), he described the company’s methods for ensuring ethical behavior, among other exceptional practices that helped the small business earn the Baldrige Award in 2016. DCF continues today to demonstrate the commitment of its founder, Don Chalmer, to “customers, quality, and community.” Beyond its business of selling cars, the national role model helps organizations in other states and other sectors improve and excel, too. To that end, at the Baldrige Program’s annual Quest for Excellence® conference in April, Butler will lead the session “Driving Forward with Systematic Leadership.” In a recent exchange (captured below), Butler described his upcoming presentation and his perspective on the Baldrige framework.

    Please briefly describe what attendees will learn at your conference session.

    We will focus on sharing our journey to performance excellence. This will include sharing our systematic approach to leadership while building a truck in the process to make it more fun. Attendees will learn the importance of persistence and [DCF’s] slow and steady approach.

    What are some examples of how you’ve seen organizations (or your own Baldrige Award-winning organization) benefit from this concept?

    We have benefited due to the systems perspective of our business and the processes that support those systems. We lost our owner Don Chalmers to cancer on Easter of 2014; in 2016, we won the Baldrige Award. This [demonstrates] the value of being systems-focused as an organization so that when someone like Don is no longer with us, the vision, values, and systems are in place so that the dealership is sustainable through mature systems [that are] not people-dependent.

    What are your top tips for introducing or sustaining use of the Baldrige Excellence Framework (including the Criteria for Performance Excellence) to promote an organization’s success?

    1. Get leadership commitment. If you are doing a Baldrige assessment for the award and that’s all your organization’s leadership wants, two things will happen: (1) you won’t make improvement a core approach to your business, and (2) you won’t win the award.
    2. Start with documenting a critical business system per Criteria category each year. Develop the key results to ensure that the system is meeting its intended purpose. I would start with the leadership system from category 1, and then document five more systems, like strategic planning, customer engagement, performance measurement, workforce engagement, and work process improvement. Then I’d do six more the next year. After five years, you should have most of your critical business systems documented, with the corresponding results.
    3. Get frontline employees involved early in the process. I would label it “our business model for performance excellence” and “the way we do business.” I would not label it “Baldrige.” That makes it seem like something new; yet you’re really just documenting what you already do and improving it.

    What is your “elevator pitch” about the Baldrige framework and/or assessment approach? In other words, what do you say to a group of senior leaders who are unfamiliar with the Baldrige framework if you have just a few minutes to tell them something about it?

    I say, “I’m sure you would NOT want to improve employee satisfaction, customers satisfaction, and your bottom line. I’m guessing you are accomplishing all of your goals, and all employees are meeting theirs.”

    “But if they are not, wouldn’t you want to have the approach to get better? Have I got a gift for you: the Baldrige Excellence Framework. We use it, and we have obtained benchmarks levels of customer and employee satisfaction.”

    Similarly, what do you say to business students about the Baldrige framework?

    If you have learned a lot of great theories on how to manage a business, and if you would like a real tool to help make your career soar and make you more marketable on your resume, become a Baldrige examiner. This will provide you master’s degree-level experience that will teach you more than any business book can.

    When did you first hear about the Baldrige framework?

    In 1993 while [I was working] at Honeywell, the corporation decided to use the Baldrige Criteria to help its operating units become more effective. We wrote our first Baldrige Award application that year and then applied at the state level through Quality New Mexico [a state-level, Baldrige-based award program. I’ve never looked back.

    Are there ways you’ve applied in your personal life what you’ve learned from using the Baldrige framework in your work?

    This learning makes you think differently and realize how many opportunities there are to develop approaches to improve stakeholder satisfaction and engagement. When I interact with companies and businesses in my life beyond DCF, I have to be careful—for example, when I get bad service as a customer—not to say, “Haven’t you read the Baldrige Criteria?”

    Also, I did try to develop a family mission statement once and failed miserably.

    As a Baldrige Award recipient committed to sharing best practices with others, your organization gets inquiries from others striving for improvement. Would you please tell us about some of those?

    We have had people from Chicago, New Zealand, Texas, and Arizona visit us to hear our story. We also received a call from a water utility in Virginia who is using the Baldrige framework, and we are assisting them on their journey through our consulting branch.

  4. The challenges facing Tonga after Cyclone Gita and how business excellence can help

    February 21, 2018 by ahmed
    Beautiful Tonga comprising of 169 islands, 36 inhabited, facing major hardship

    Beautiful Tonga comprising of 169 islands, 36 inhabited, facing major hardship

    February 21, 2018. Posted by Dr Robin Mann, Head of the Centre for Organisational Excellence (COER) and BPIR.com Limited, New Zealand.

    I was lucky. I managed to get the last flight and seat out of Tonga before Cyclone Gita arrived. I was supposed to leave Tonga on the evening of the 13th February but when I arrived at my hosts, the Public Service Commission on the 12th, all the staff were securing the building and planning to depart home as soon as possible – a state of emergency had been declared. I was advised to leave Tonga and transport was arranged to the airport. The journey, normally a 30 minute drive, took one and half hours due to the long queue of cars as families were purchasing gas supplies with power lines expected to be downed. On arrival at the airport I was informed by Air New Zealand that the flight was over booked and I should go back to my hotel. However, I waited in case some passengers did not turn up, luckily this was the case and I managed to purchase the last seat out.


    With the arrival of Cyclone Gita many Tongan dreams and hopes were severely tested as homes and livelihoods were damaged or destroyed. The category four storm was the strongest to hit the Islands since modern records began 60 years ago. NASA said the estimated sustained winds from the storm reached 230kmh, gusting to 278kmh. Related deaths to the disaster have been recorded as two but could have been many more. Ten days on major problems exist with thousands of homes severely damaged and difficulty in providing water and power to all areas. To compound matters there is a threat of a Dengue fever outbreak with 53 cases prior to the disaster.


    Destruction of Parliament House, 1000s of homes damaged

    Destruction of Parliament House, 1000s of homes damaged


    I arrived in Tonga on Wednesday 7th February on an assignment to assist the Public Service Commission (PSC) develop a strategy for excellence for the public sector. Dr Lia Maka, CEO, of PSC and her staff stressed the need for change and the desire to develop a public service culture whose “minimum standard is excellence”. We talked about the approaches of other countries to embed excellence within the fabric of government and the economy. I shared my experience of working in Singapore and the United Arab Emirates (UAE) which have made dramatic strides forward in short periods of time. The common thread between these countries has been a strong and stable leadership with a clear vision to become the best that they can be. This has been backed up by the use of capability building through business excellence models and learning from best practices. Singapore on most international measures is now in the top 10 in the world and often No. 1., for example, in School Education1 and Government Effectiveness2. The UAE on most international measures is in the top 30 but climbing quickly with high ratings already in a number of areas such as No.1 for Transport Infrastructure3 and No.2 in Country Capacity to Attract Talent4.

    Together we set about working on a business excellence strategy for Tonga. We decided on a three-year strategy of capability building prior to business excellence awards being introduced. The proposed strategy consists of annual business excellence self-assessments facilitated by PSC to enable public sector agencies to identify their strengths and opportunities for improvement, an annual business excellence conference, a best practice competition at which each public sector agency shares between one to three good to best practices, two best practice sharing days per year between public sector agencies for each category of excellence, and 10 targeted benchmarking projects per year to address areas of major concern that would bring large rewards once the identified best practices were implemented. All activities would be designed to maximise the involvement of public sector staff from the various agencies so that a spirit of improvement and transformation would be fostered as wide as possible.

    An essential element of the strategy is that each agency take responsibility for its own excellence journey and a helping hand is provided when needed. I advised against introducing a business excellence award for at least 3 to 4 years. Administering a business excellence award requires substantial resource and for organisations that are just beginning an excellence journey the award criteria and assessment methods would be too daunting. With annual self-assessments conducted across all public sector agencies it will be possible to track their performance and determine the average level of excellence for Tonga’s public sector. This will provide a base-line for moving forward year on year.


    Services being considered for Tonga’s public sector

    Services being considered for Tonga’s public sector


    Tonga ranks around 100 on most international measures with an average GDP per capita of US$4,160 which means many Tongans seek employment overseas. Indeed, approximately 100,000 people live in Tonga whilst a similar amount live in Australia, New Zealand and the United States. Now, as a result of Cyclone Gita the challenges are even greater but Tongans are strong, determined people – look no further than Pita Taufatofua who has competed at both the Summer Olympics (Taekwando) and Winter Olympics (Cross country skiing). Without snow in Tonga, Pita trained by strapping planks of wood to his feet and sliding across a beach or using roller skis. Discussing the cyclone, in an interview with Newshub, Pita said “We’ve been rebuilding for a thousand years, we’ve had cyclones come before. What hasn’t been affected is the heart of the people. Buildings we can repair but the core values and the core strengths of the Tongan people, no cyclone can come through and affect them. That hasn’t been touched.


    Pita Taufatofua practicing on skates to Olympic flag bearer and cross-country skiing.

    Pita Taufatofua practicing on skates to Olympic flag bearer and cross-country skiing.

    There is a cause for optimism. Prior to leaving Tonga I was invited with PSC to discuss the proposed strategy with the Deputy Prime Minister and Cabinet. The feedback was overwhelmingly positive. The Deputy Prime Minister, Hon. Semisi Lafu Kioa Sika said he approves of the strategy and will be delighted to support its presentation to the CEOs of the public sector agencies. The Hon Dr Tevita Tu’I Uata, Minister for Commerce, Consumer, Trade, Innovation and Labour, who has had previous experience of business excellence when working for Boeing in the United States, was most enthusiastic. Dr Tevita had been part of the team that helped Boeing win the United States business excellence award – the Malcolm Baldrige Award. He said that the pursuit of excellence using business excellence models will be a Game-changer for Tonga.


    A happy team after our visit to the Cabinet. Dr Lia Maka, CEO, PSC (right), Dr Robin Mann, COER, Charlotte M. Vuki, PSC, and Moleni Ika, PSC.

    A happy team after our visit to the Cabinet. Dr Lia Maka, CEO, PSC (right), Dr Robin Mann, COER, Charlotte M. Vuki, PSC, and Moleni Ika, PSC.


    The focus on Tonga right now is the clean-up and repairing homes and livelihoods. This is the first step. The strategy for excellence in Tonga’s public service will be launched formally in June/July this year.

    To help Tonga overcome this crisis, please click on a link to make a donation. The Tonga National Emergency Management Office manages donations to the disaster from most charities and ensures money is spent wisely. Remember, every little bit helps, thank you. face

    Adventist Development Relief Organisation (ADRA) New Zealand
    Caritas Aotearoa New Zealand
    Christian World Service
    Habitat for Humanity Emergency Disaster Appeal for Cyclone Gita
    Oxfam New Zealand
    Rotary New Zealand
    Redcross New Zealand
    Tearfund New Zealand Cyclone Gita Appeal
    Volunteer Service Abroad (VSA)

    1. OECD (2016), PISA 2015 Results (Volume I): Excellence and Equity in Education. OECD Publishing. Paris
    2. World Bank (2016). The Worldwide Governance Indicators (WGI) project. World Bank. Washington, DC
    3 & 4. Schwab, K and Sala-i-Martin, X. (2017). The Global Competitiveness Report 2016-2017. World Economic Forum. Geneva

  5. Winners of Abu Dhabi excellence awards honoured

    February 4, 2018 by ahmed
    Abu Dhabi Excellence Award 2017 winners with Sheikh Hazza bin Zayed Al Nahyan, deputy chairman of the Abu Dhabi Executive Council

    Abu Dhabi Excellence Award 2017 winners with Sheikh Hazza bin Zayed Al Nahyan, deputy chairman of the Abu Dhabi Executive Council

    Sheikh Hazza bin Zayed Al Nahyan, deputy chairman of the Abu Dhabi Executive Council, honoured the top federal entities and employees who received the Abu Dhabi Award for Excellence in Government Performance, on Wednesday.The award ceremony, held at Emirates Palace, saw hundreds of government officials, ministers, officers from the UAE Armed Forces and the Abu Dhabi Police, as well as the nominees, eager to see which federal entities won the prestigious awards.

    The fifth Abu Dhabi Award for Excellence in Government Performance, which is held under the patronage of His Highness Sheikh Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces, had a total of 52 government authorities competing for the 12 institutional awards.

    A total of 110 employees and 42 director-generals also competed for the 12 Executive Council Chairman Medals. Abu Dhabi Ports received four awards on Wednesday, coming in first with the most number of titles. It also won the grandest institutional award for the ‘Out-standing Entity on Abu Dhabi Government Level.’

    The Abu Dhabi Health Services Company (Seha), received three awards – Award for Excellence in Innovation, Award for Excellence in Organisational Enablers, as well as the Award for Excellence in Digital Government.Dr Matar Al Darmaki, CEO of Seha, told Khaleej Times that receiving the awards will encourage entities to work harder and strive for excellence. “We are honoured to win three awards today, as well as the chairman medal. These awards encourage the company to work hard and to move forward, in order to achieve greater goals.”

    Dr Al Darmaki pointed out that the awards also encourage the entity to increase its customer satisfaction and improve the performance, both financially and operationally. “I would like to thank the government of Abu Dhabi for their encouragement and giving us the chance to be part of this award,” added the Seha CEO.

    The Abu Dhabi Exhibition Centre (Adnec), Statistics Centre Abu Dhabi (SCAD) and the Abu Dhabi Housing Authority (ADHA), were also among the federal entities who received the institutional awards.

    Suhaila Al Munthari, who received the ‘Chairman Executive Council Medal: Distinguished Administrative Employee,’ said winning the award will motivate her to achieve higher goals in her career.

    “It is really an honour for me to win this award.”

    “The award will allow me to always try to do a better job and fulfil my purpose in my career,” added the 30-year-old, who works in the Department of Culture and Tourism Authority.

    Saeed Al Kaabi, the Director of the fifth Abu Dhabi Award for Excellence in Government Performance, explained how the award works as a mechanism to support the culture of institutional excellence.

    “These are the key awards in the Abu Dhabi government that honour the high-performance entities working towards excellence in leadership in their core business and in their institutional core support area.”

    “The awards are critical, because they motivate different government entities towards high performance, which in return, will be reflected on the community and the people of UAE, and in specifically in Abu Dhabi,” he added.