1. Launch of Public Service Excellence Program in Tonga

    June 30, 2018 by ahmed


    June 28, 2018. Posted by Dr Robin Mann & Saad Ghafoor, Centre for Organisational Excellence Research (COER), New Zealand.

    The Prime Minister of Tonga Hon. Samiuela ‘Akilisi Pohiva launched the Public Service Excellence Program (PSEP) on Wednesday, 20th of June 2018. The program launching ceremony was held at the Tanoa Hotel, Nuku’Alofa the capital city of Tonga. The Public Service Excellence Program (PSEP) is a five-year program with a mission to build and instill a spirit of service excellence in the Tonga Public Service by improving work processes and systems. The program has been devised by the Public Services Commission in partnership with the Centre for Organisational Excellence Research (COER), Massey University, New Zealand.


    Prime Minister of Tonga Hon. Samuela ‘Akilisi Pohiva launching the Public Service Excellence Program for the Government of Tonga

    The prestigious program was inaugurated with a prayer. This was followed by a dedication message addressed to the Kingdom of Tonga. Dr. Robin Mann, Head of COER, gave a presentation on the PSEP to the Honorable Prime Minister and the ministers attending the ceremony. Dr. Mann asserted the need for all senior leaders of public sector organisations to serve as strong ambassadors of excellence and to embrace the program as it will help to deliver the national outcomes agreed in the Tonga Strategy Development Framework. Dr Mann shared the examples of Singapore and United Arab Emirates which have achieved impressive advances in societal and economic performance through a focus on business excellence.


    Dr Robin Mann, Head of COER, Massey University explaining the Program

    The Honorable Prime Minister launched the logo and slogan of the PSEP of “Excellence our only option”. In his remarks, the Hon. Prime Minister said this was a significant historical day for the Public Sector and for the Public Services.

    “As we heard this initiative, the public service excellence program is an incredibly important game changer for government services. For it will positively transform systems, leadership, management and operations of the whole of government to service excellence for the people of Tonga.”

    The program will focus on seven areas critical for the effective operation of the Public Servants’ services which are;

    1. Leadership
    2. Strategy
    3. Citizens and customers
    4. Measurement, Analysis and Knowledge Management
    5. Workforce
    6. Operations
    7. Results

    Prime Minister of Tonga Hon. Samuela ‘Akilisi Pohiva recognizing a high school student for her poem on public service excellence

    To support the launch of the program a number of activities have already been undertaken:

    1. School Poetry Competition across F/5, F/6 and F/7 under 3 different topics in May 2018 with the overall aim of building High School Students for a career in the Public Service.
    2. Public Service Competition to decide on the logo and slogan of PSEP in May 2018.
    3. Public Service Month in June dedicated to promoting public services.
    4. The Public Service Commission has already undertaken a business excellence self-assessment with a consensus meeting held on 15th June. This pilot self-assessment is enabling PSC to refine the self-assessment process before it is rolled out to the whole of the public sector.
    5. Launch of PSEP on 20th June 2018.
    6. Public Service Day observed on the 21st of June, 2018 bringing together all government ministries to promote public service.
    7. Awareness session on PSEP for CEOs and Excellence Champions 22nd of June, 2018



    Public Service Excellence Consensus meeting undertaken by PSC as a pilot exercise

    Overview of the Public Service Excellence Program
    The PSEP consists of a comprehensive range of services to assess and build organisational capability using an internationally recognized business excellence framework as the mechanism for transformation. Such an approach has been used successfully in many other countries with 73 countries currently undertaking business excellence initiatives or awards including Tonga’s neighbor Fiji. PSEP requires all public-sector institutions to undertake a yearly assessment against the framework to enable opportunities to be identified and actioned for year on year improvements. This means that 26 Ministries, Departments and Agencies will be participating whilst public sector enterprises can participate on a voluntary basis.


    Services planned for Tonga’s public sector

    The five year plan requires PSC to deliver assessment and capability building services. Examples of the types of services that will be delivered are presented in the Figure above.
    Some of the services are starting immediately such as the annual business excellence self-assessments facilitated by PSC to enable public sector agencies to identify their strengths and opportunities for improvement. The self-assessments need to be completed in time for a Public Service Excellence Conference planned for late November 2018. Other services include a best practice competition at which each public-sector agency will share 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 Game -Changer Benchmarking Projects per year to address areas of major concern. In the future, a business excellence award is planned. However, it is felt that introducing an award at the moment would be too complex and not lead to the same level of learning and ownership for improvement that a well-designed self-assessment can provide.

    Tonga’s excellence journey has got off to the best start possible with the support of Tonga’s leaders and the enthusiastic participation of Tonga’s school children. This bodes well for the future. The government and public service commission are clearly committed to their mission of developing a public service culture whose minimum standard is excellence. Indeed, with the PSEP they are dreaming to achieve even more with a vision “to become recognized as the best small island state in the world”. This may be a far-off destination but based on how quickly they have embraced business excellence since February 2018 when it was first presented to Cabinet Ministers, who is to say their dream can’t become reality?

  2. See how Baldrige strengthens America, state by state

    June 7, 2018 by ahmed


    Originally posted on Blogrige by Christine Schaefer

    Newly Updated Data, Searchable by State
    Did you know that data about Baldrige impacts are easily accessible and updated annually? For example, choose Baldrige in Colorado from the drop-down menu.

    Colorado Participants in the Baldrige Award Process
    The state of Colorado is home to five organizations that have received Baldrige Awards since 2000. Those organizations represent nearly every sector of the U.S. economy. They include a business, a health care organization, an education organization, and two nonprofits, with one being a municipal government.

    What’s more, between 2005 and 2017, 21 organizations that participated in the annual Baldrige Award process have been based in Colorado. Two applicants from Colorado in 2017 alone represented 1,503 jobs, 17 work locations, about $241 million in revenues/budgets, and more than 158,000 customers.

    Through the rigorous performance evaluations provided as part of the Baldrige Award process, all applicant organizations from Colorado over the years have received comprehensive feedback reports to help them improve work processes and results. Of course, the Baldrige evaluation feedback ultimately promoted the Colorado organizations’ long-term success and, in turn, the state economy.

    Spotlight on 2017 Baldrige Award Winner: City of Fort Collins
    The latest Baldrige Award recipient from Colorado is the City of Fort Collins. The fourth-largest city in its state, it is located about an hour north of Denver, in the foothills of the Rocky Mountains. The City of Fort Collins provides a full spectrum of municipal services to its residents, including parks and recreation, roads, transit, and police services, as well as all four major utilities (water, wastewater, storm water, and electric power). Most recently, the city added broadband service to enable high-speed Internet access for all households and businesses. With about 2,400 employees today, the high-performing government is actively preparing for its current population of 170,000 to grow to 250,000 in the years ahead.
    A few achievements of the City of Fort Collins:

    • High citizen satisfaction, as reflected in residential survey ratings in the top 10% of U.S. cities for quality-of-life metrics that include “best place to live,” “best place to work,” quality of recreation and culture, availability of job opportunities, air quality, and visual attractiveness
    • Top 1% ranking among U.S. cities for the quality of its drinking water and for the status of the city’s emergency preparedness
    • High citizen engagement, as demonstrated by residents’ involvement in 27 advisory boards and commissions that provide input to the city government

    Rocky Mountain Performance Excellence
    Like most other Baldrige Award recipients, the City of Fort Collins first received a top-tier, state or regional award for its high performance in an evaluation based on the Baldrige Criteria for Performance Excellence (part of the Baldrige Excellence Framework). In 2014, the city earned the Peak Award of Colorado-based Rocky Mountain Performance Excellence (link is external) (RMPEx). The feedback report the city received through the RMPEx evaluation helped it improve its work processes and results.

    As a partner program serving organizations in three Western states (Colorado, Montana, and Wyoming), RMPEx relies on the national Baldrige Performance Excellence Program to develop and distribute the Baldrige Excellence Framework and related resources that help organizations in its region improve their performance. In this way, the federal Baldrige Program and its private-sector partner programs in the nonprofit Alliance for Performance Excellence (link is external) (of which RMPEx is a member) together help strengthen the entire U.S. economy. The journey to excellence of the City of Fort Collins, supported by evaluation services it received from both the national and state-level Baldrige programs, is just one example of how the Baldrige enterprise benefits America.

    “Baldrige evaluation feedback ultimately promoted the Colorado organizations’ long-term success and, in turn, the state economy.”

  3. Latest research reveals 55 countries have a Business Excellence Award

    May 29, 2018 by ahmed
    Research conducted by the Centre for Organisational Excellence Research (COER) has revealed that at least 55 countries have a national business excellence award. Some countries have more than one award, making a total of 65 award programs.

    Eligibility of an award to be considered as an active Business Excellence Award
    Business excellence awards were considered as “active” if they were based on a holistic business excellence framework and used similar assessment methods to internationally recognised frameworks such as the EFQM Excellence Model and the Baldrige Excellence Framework. Also, to be included, an awards program must have been run in 2016, 2017 or planned for 2018.BE framework

    In addition to the 55 countries, 18 countries did not have an awards program but were running initiatives to encourage organisations on a business excellence journey. Therefore in total 73 countries have a business excellence award or initiative.

    List of Active Business Excellence Awards
    We 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 commonly used, particularly in Europe and the Middle East. 30 countries use the EFQM Excellence Model or models similar to it. The Baldrige Excellence Framework is also popular with use in the United States and many countries in Asia. 19 countries use the Baldrige Excellence Framework or models similar to it. 15 awards programs use a unique model and one business excellence award in Sweden enables award applicants to choose between using the Baldrige Excellence Framework, EFQM Excellence Model or the Swedish Business Excellence Model.

    BE chart

    This research was conducted by Saad Ghafoor, PhD student and Dr Robin Mann, Head of COER.

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

    • COER is undertaking research that is improving our understanding of National Business Excellence Awards and strategies. COER’s “Excellence Without Borders”. Project aims to assist the administrators and custodians of business excellence to effectively develop and manage regional and national business excellence strategies and awards.
    • COER is working closely with a number of countries to help them develop national business excellence strategies and services. For example, refer to our recent work in Tonga and how we assist organisations on their improvement journey through Dubai We Learn.
    • COER is currently organising with the Abu Dhabi Chamber of Commerce, APQO and GBN the Global Organisational Excellence Congress, 10-12 December 2018, Abu Dhabi, UAE. This event includes the International Best Practice Competition and GBN’s Global Benchmarking Awards.
    • COER’s BPIR.com resource contains a wealth of best practice information including 1,000’s of best practices that are categorized by business excellence frameworks, and over 80 self-assessment tools.

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

  4. Interview with EFQM COO Gianluca Mule on the 5E of excellence and much more!

    May 19, 2018 by ahmed

    Gianluca Mule, EFQM COO

    Originally posted on EFQM

    1- Can you introduce yourself and what your role is at EFQM?
    My name is Gianluca Mulé. Some of you might know me already. I have been at EFQM for more than 10 years now, starting as an analyst in 2006. Since then I have changed roles many times and have been working closely with national partner organisations from more than 40 countries. Since January 2018 I have been appointed COO with a strong focus on reviewing the EFQM value proposition based on what “new” excellence is today and what organisations’ new needs are.

    2- What is your view on what “new” Excellence is today?
    A prescriptive recipe for excellence today does not exist; however, we have a good idea of what the main ingredients should be. The first critical success factor ingredient is network as we all know the importance of joining and being part of a network and expand it accordingly. The second factor is performance excellence. It is so crucial to deliver and sustain excellence results! This is only possible when a clear understanding of stakeholders and stakeholders’ needs is achieved. Frameworks and techniques, such as EFQM Model and Radar can help organisations better understand their stakeholders’ expectations and then delivering against them. The third factor is about promptness to changes, even better, promptness to anticipate change. Forces of change are the only constant certainties in today’s world and organisations need to understand how to address new megatrends and challenges on time. The fourth is about visibility and recognition which is driving the trust of customers and the energy of employees. The fifth and final factor is about engaging in learning opportunities and experiences with peer companies and the external world. We should never stop learning from each other and growing together.

    3- What are you doing at EFQM to address these elements?
    At EFQM we have recently launched a new important message, the 5E of Excellence, a new canvas for a reviewed value proposition which goes in the direction of addressing these 5 elements of excellence with extra value that we can provide to our community vis a vis them. We are working on implementing strategic initiatives in each of the 5 blocks.


    Network: we are working on integrating the Excellence Network of National Partner Organisation in Europe, in strengthening the relationships with partners all across the world and in giving a new visibility and role to the Global Alliance for Excellence (Global Excellence Model Council see website) which EFQM initiated years ago. At EFQM, we nurture a vast network for innovative organisations and business leaders to share knowledge, experiences and good practices. We believe in a world where organisations work together and are recognised as the benchmark for sustainable economic growth.

    Excellence development: we are working on simplifying and segmented our services for organisations and professionals. Existing products for training and assessment are being streamlined, additional added value workshops are being developed and new opportunities for professionals will be soon available.

    Excellence builders: this is our offering to the community to better understand and act upon forces of changes. We have selected a few themes (namely agile organisations, digital transformation, innovation, business ecosystem, human capital and sustainability) where we are partnering with thought leaders and provide our members with new opportunity to learn and evolve their experiences in addressing them;

    Global recognition: we offer recognition and exposure to organisations and professionals. Our flagship offering for organisations is obviously the EFQM Global Excellence Award which we are continuing to refine and the Global Excellence Index (http://www.globalexcellenceindex.org). Acting as an official EFQM assessor is a unique opportunity for professional exposure and recognition.

    Sharing, learning and benchmarking: we are working on initiatives which will leverage the aspect of sharing and learning within the community. On top of the Good Practice Visits, webinars and CoPs, we will pay attention to the construction of benchmarking portal (together with our partners) and sharing platforms.

    4- Can you expand a bit more on the Excellence Builders?
    The idea is to work with thought leaders (blending their competence with our methodology) on each theme and offering opportunities to members to share experiences on how to address these challenges, develop learning programs, exploiting the holistic approach of EFQM, planning learning events and sharing good practices, etc. In the past weeks we have successfully run the first webinars as part of the builders.

    On the 12th of April, as part of Human Capital builder, we presented the first webinar in a series of three webinars on Leadership and Employee Empowerment based on the framework of EFQM entitled “What is Employee Empowerment and why is it important as an organisational strategy?”

    Our next webinar with Dr Richard Griffith entitled “Leading Across Borders: Capitalizing on your Cultural Currency” looked at to accumulate and wisely invest your cultural currency so you can better claim the value inherent in international business.

    Our last webinar for the month of April was a unique opportunity to learn from an EFQM member on how to address, in practical terms, the challenges of digital transformation. An excellent real-life experience from #ENAGAS with Víctor Gimeno Granda.

    We will soon be running new webinars which will touch upon a wide range of subjects such as Business Ecosystem Excellence and Innovation. On the 22nd of May we will look at how a structured approach to Innovation can make the CEO’s dream of being innovative a reality. On the 24th of May, we will discover how today the innovation landscape is changing and how it calls for more partnerships with external partners and very often partnerships with companies we barely knew before.

    On 28th June, EFQM together with Renault Nissan Consulting we organise in Paris an interactive day on “Strategy and Agile Execution”. This topic is crucial today as, in the ever more complex business world that we operate in today, organisations have to be able to adapt rapidly and cost efficiently to changes in the environment and customer behaviour. On this occasion, we offer to the EFQM Community the occasion to discover the brand new products/services developed by EFQM and RNC to support organisations to improve their capacity to execute their strategy in a more agile way (e.g. the Agility Good Practice Exchange Platform, the “Agile Transformation Programme”, how to build an app, etc.). This kick-off meeting will be hosted by EDF (EDF Cap Ampère – 1 Carrefour Pleyel, 93200 Saint-Denis, France). Please note that there will be 40 seats for this unique event that will be assigned on a first come-first served basis; so, contact us ASAP to register.

    For innovation we already have a comprehensive programme available for members which makes use of the leading-edge technology. We have also been mapping out the competencies of EFQM professionals to see how they can contribute further to this topic! Exciting projects are on their way in the months to come and the whole team is looking forward to bringing these to fruition.

    “It’s through curiosity and looking at opportunities in new ways that we’ve always mapped our path.” Michael Dell

    5- Do you have anything else you would to like to share?
    We are hoping to start distributing the Model free of charge in digital format, through a sponsorship pattern very soon – more information soon… We have already some languages sponsored, which will be made openly available through the EFQM website as well as our national partners organisations’ platforms. We are looking for organisations interested in sponsoring the English version. This is an opportunity to associate an organisation with the EFQM Excellence Model, and build awareness among more than 50,000 model-users. (For more information: contact us at info@efqm.org)

    And as a final word, I am looking forward to meeting you later this year at the EFQM Forum, the Symphony of Excellence, on 18 & 19 October in Vienna (www.efqmforum.org).

    “Success is where preparation and opportunity meet.” Bobby Unser

  5. A war room of strategic breakthroughs and other tools

    April 7, 2018 by ahmed


    Originally posted on Blogrige by Dawn Bailey

    When an organization ponders a journey to performance excellence, it may wonder where to begin, what to measure, and what to expect, including what short-term successes are achievable. Such pondering could be made much simpler with a field guide.
    Jayne Pope, chief executive officer, and Emily Padula, chief strategy officer, for 2014 Baldrige Award recipient Hill Country Memorial (HCM), will share their strategy at a session titled “A Field Guide to HCM’s Remarkable Strategic Breakthroughs” at the Baldrige Program’s annual Quest for Excellence® Conference in April.

    In a recent virtual exchange (captured below), Pope and Padula collaborated on answering questions, ranging from their upcoming presentation to their funniest Baldrige moment.

    What will Quest for Excellence attendees learn at your conference session?
    Participants will learn how HCM develops its strategic goals and fully deploys them throughout the organization, with specific tools and measurable outcomes. The presentation is a field guide to achieving your next strategic breakthrough.

    How has your organization benefited from its journey to excellence?
    The Strategic Breakthrough Initiative (SBI) is one of the processes that HCM has embraced along its Baldrige journey. It has given us the focus we needed to accomplish hundreds of strategic action items. We started SBIs in 2011 and saw huge improvements within two years. We are now reaching twice as many of our strategic goals.

    As a Baldrige Award recipient, HCM started a Sharing Days program for organizations on performance excellence journeys. Over time, we have shared some of our helpful practices with hundreds of people. Our SBI process and war room format became a popular takeaway. We have since had many attendees send us back pictures of their “war rooms” and tell us how helpful the SBI process has been for them. The process has worked for all kinds of organizations, including a luxury car company, schools, banks, universities, and other hospitals.

    What are your top tips for introducing or sustaining use of the Baldrige framework to promote an organization’s success?
    At HCM, we regularly measure internally and assess our performance on all the typical items you would find in Baldrige Criteria category 7 (results). We measure externally through annual Baldrige coaching assessments, which help us identify our strengths and our performance excellence gaps.

    We learned so much from completing the Baldrige application for so many years. It was the best education process for us. We continue to complete some version of the application every year, even though we are not eligible to apply again for a few years.

    What do you view as key reasons or ways that health care organizations benefit from using the Baldrige framework?
    In health care, we owe it to our patients and community to be the best that we can be. The Baldrige framework sets the highest bar. It helps us to figure out how to be best in every aspect of our business, from workforce engagement to patient safety. We compare ourselves to the very best, and we learn from them while being challenged to become better.

    What is your “elevator pitch” about the Baldrige framework and/or assessment approach? In other words, what would you say to a group of senior leaders who are unfamiliar with the Baldrige framework if you had 1-2 minutes to tell them something about it?
    We would say that Baldrige is a proven means of making your organization great for the people it serves and those who work for you. The framework supports long-term sustainability and leads to innovation—which is especially needed right now in the health care world, as well as in many other industries.

    Do you have any funny stories or anecdotes that you’re willing to share about your experience with Baldrige?
    The funniest story happened at our Sharing Days. Two reluctant employees were sent by their boss to learn about the hospital’s Baldrige experience. By the end of the program, the women were really engaged and excited to share their Baldrige knowledge with their boss. A few days later, we received a photo of them wearing red t-shirts that said—We drank the Baldrige Kool-Aid!