1. Best Practice Report: Leadership: Governance

    January 19, 2020 by BPIR.com Limited

    Governance is the ethical and effective management of an organisation by its executives and its governing board of directors or trustees. The corporate governance framework consists of rules, practices and processes to ensure accountability, fairness and transparency in an organisation’s relationship with all of its stakeholders (including financiers, customers, management, employees, government and the community).
     
     
     
     
     
     
     
     
     
     
     
     
     
     
    In This Report:

    1. What is “governance”?
    2. Which organisations have received recognition for good governance?
    3. How have organisations reached high levels of good governance?
    4. What research has been undertaken into governance?
    5. What tools and methods are used to support high levels of successful governance?
    6. How can good governance be measured?
    7. What do business leaders say about governance?
    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.


  2. Listing and analysis of Business Excellence journal papers from 1990 to today

    January 12, 2020 by BPIR.com Limited

    Saad Ghafoorab, Nigel Grigga, Sanjay Mathrania and Robin Mannab
    aDepartment of Operations and Engineering Innovation, Massey University, New Zealand
    bCentre for Organisational Excellence Research, Massey University, New Zealand

    12 January 2020

    Click here for an updated version of the findings

    The Excellence Without Borders (EWB) project is the largest study on Business Excellence (BE) to date. The project aims to investigate BE practices and strategies of the BE custodians. The latest research findings from this project can be found here.

    As part of this research a comprehensive literature of BE was undertaken. The findings including a full listing of peer reviewed BE journal papers are presented in this article.


    382 Business Excellence papers have been published from 1990 onwards

    Click here for a full listing and analysis

    BE journal papers were identified using the Scopus Elsevier database. Twenty-nine (29) keywords were searched for in paper titles and then the papers were thoroughly scrutinized to ensure that only genuinely peer reviewed BE focused journal papers were shortlisted. For the purpose of this research, the definition of BE used was as follows: “Business excellence is “excellence” in strategies, processes, and stakeholder related performance results that have been validated by assessments using proven business excellence models”. This definition was used to ensure there is alignment between this study’s definition and the understanding of business excellence as portrayed by the Global Excellence Model (GEM) Council.

    With respect to this understanding and the tens of thousands of organisations that use these models, the major components of business excellence are: –

    1. The core values and concepts of excellence (Baldrige) (NIST, 2019) or fundamental concepts of excellence (EFQM) (EFQM, 2019) which are considered as the building blocks of BE.
    2. The BE criteria (displayed as a 9-criteria BE model by EFQM and 7-criteria model in Baldrige). Both models show the interrelationship between the criteria and its relationship to business enablers and business results (thus providing a holistic model of excellence). The core values and concepts of excellence are embedded in these criteria.
    3. Assessment methodology whereby a scoring mechanism of 1000 points is provided and guides organisations on assessment against the model, from simple self-assessments to rigorous externally validated assessments for national business excellence awards. Both models also provide tools to assist in assessing business enablers and results using the RADAR (Results, Approach, Deployment and Assess and Refine) approach provided by EFQM and ADLI (Approach, Deployment, Learning, and Integration) in the Baldrige framework. In both types of models, assessment scores of 600+ are considered as highly mature in terms of business excellence and organisations scoring at this level having the opportunity to become recognised at a national award level.

    A paper was classified as a BE paper only if it satisfied all the following conditions:

    • The paper was predominantly (at least 50%) focused on BE;
    • It examined the existing established BE models or proposed a development/ variant of these established models and showed clearly the differences with research validating any proposed change; and
    • It adopted the same understanding of BE as portrayed by the Global Excellence Model (GEM) Council.

    Papers have been identified and listed in sequence of their average citations per year to help researchers in BE in carrying out their literature review and to improve their understanding of BE. It is realized that the number of raw citations might not be the best measure for ranking the papers in terms of their impact because there may be a bias favoring the older published papers over the newer ones. In order to remove this bias these papers have been listed on the basis of their average citations per year.

    Key Findings

    52% of BE papers are published in or after 2009 and 25% in the last 5 years

    The most popular journals for publishing BE papers in were Total Quality Management and Business Excellence (82 papers), The TQM Journal (37 papers) and International Journal of Quality and Reliability Management (34 papers).

    The journals that had published more than 5 BE journal papers and had the highest citations rates were Journal of Operations Management (11.6 citations per paper), International Journal of Production Research (5 citations per paper), and International Journal of Operations and Production Management (2.8 citations per paper).

    Research on the design and composition of models was the most popular research topic.

    The paper with the most citations, 280 citations, was titled “An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model” and second with 256 citations was “Quality awards and the market value of the firm: An empirical investigation”

    The most average citations per year for a paper was 28 for two papers “An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model” and The application of performance measurement system model using Malcolm Baldrige Model (MBM) to support Civil State Apparatus Law (ASN) number 5 of 2014 in Indonesia”

    Most papers had an average of 2 citation per year.

    The authors that had published the most BE papers were Robin Mann, New Zealand (15 papers), Nigel Grigg, New Zealand (8 papers), Ana Belén Escrig-Tena, Spain (7 papers) and James Evans, United States (7 papers).

    The worksheets in the attached Excel file show:-

    • Listing of all BE Papers: This worksheet contains the list of all 382 papers, their number of citations, theme code and average citations per year by paper.
    • Avg. Citation by Journal: This worksheet contains the list of all the journals that published BE papers and the launch year, AJG ratings, h-indexes, number of papers, number of citations, average citations per year of these journals.
    • Authors of 5 or More BE Papers: This worksheet contains the list of authors that published 5 or more papers along with the department/ research centre, institute, country and keywords of these authors.
    • Themes and AJG Ratings: This worksheet contains the number of papers and citations under 8 themes and 16 sub-themes and the average citation per year per BE paper in a journal compared to the AJG rating of that journal.
    • Graphical Analysis: This worksheet contains the trend analysis of the publications and their citations from the period 1990 to date.

    Ongoing research

    The listing and analysis of BE journal papers will be updated yearly thus providing a continuously up-to-date source of information on BE for researchers.

    Please let us know if we are missing any information or if you find any errors

    Contact:

    Saad Ghafoor
    PhD Researcher Excellence Without Borders
    Massey University, New Zealand

    Email: s.g.ghafoor@massey.ac.nz

    Dr. Robin S. Mann
    Founder and Head of the Centre for Organisational Excellence (COER) Ltd.
    Chief Supervisor
    Massey University, New Zealand

    Email: r.s.mann@massey.ac.nz


  3. Baldrige Award Winners 2019

    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.


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

    October 30, 2019 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


  5. Are You A Role Model Leader?

    October 1, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Harry Hertz

    What are the key attributes and behaviors for a role model, visionary leader? About six years ago, a task force of Baldrige community senior executives under the leadership of Kathy Herald-Marlowe was charged with drafting a set of senior leader attributes and behaviors consistent with the Baldrige Core Values, to be used by the Baldrige Foundation as criteria for a leadership award. Those leadership attributes and behaviors have been used subsequently as part of the learning discussions for the Baldrige Executive Fellows. Recently, I had the opportunity to update those attributes and behaviors based on revisions to the Baldrige Excellence Framework over the last several revision cycles. The revised attributes and behaviors are listed below for your consideration with your leadership team:

    VISIONARY LEADERSHIP

    1. Leads the organization in setting and owning organizational vision and values
    2. Guides the creation of strategies, systems, and methods to ensure ongoing organizational success
    3. Inspires the organization and partners to achieve high performance
    4. Demonstrates authenticity, admitting to missteps and opportunities for improvement

    SYSTEMS PERSPECTIVE

    1. Sets a systems perspective across the organization so that the organization and all its parts are viewed as a whole
    2. Causes holistic thinking and cross-functional synthesis, alignment, and integration
    3. Requires a focus on strategic direction and customers to improve overall performance
    4. Leads with recognition of the larger ecosystem (partners, suppliers, customers, communities) in which the organization operates

    CUSTOMER FOCUSED EXCELLENCE

    1. Builds a customer-focused culture and integrates customer engagement and loyalty as a strategic concept
    2. Creates a focus on anticipating changing and emerging customer and market requirements
    3. Ensures differentiation from competitors through the development of innovative offerings and unique relationships

    VALUING PEOPLE

    1. Builds and reinforces an organizational culture that focuses on meaningful work, engagement, accountability, development, and well-being of workforce members
    2. Creates an organizational environment that is safe, trusting, and cooperative
    3. Builds partnerships with internal and external people and stakeholder groups
    4. Builds a culture of inclusivity that capitalizes on the diversity of the workforce and partners

    ORGANIZATIONAL LEARNING AND AGILITY

    1. Develops a capacity for rapid change and for flexibility in operations
    2. Leads and inspires the organization to manage risk and make transformational changes despite ever-shorter cycle times
    3. Creates an empowered workforce that effectively develops and uses evolving organizational knowledge
    4. Embeds learning in the way the organization operates

    FOCUS ON SUCCESS

    1. Creates a focus on short-and longer-term factors that affect the organization and its future marketplace success, including needed core competencies and skills
    2. Accomplishes strategic succession planning for leaders and workforce
    3. Ensures that organizational planning anticipates future marketplace, economic, and technological influences

    MANAGING FOR INNOVATION

    1. Builds an environment where strategic opportunities are identified, and the workforce is supported to take intelligent risks
    2. Fosters collaborative thinking among people who do not normally work together

    MANAGEMENT BY FACT

    1. Compels the organization to measure performance both inside the organization and in its competitive environment
    2. Uses data and analysis in operational and strategic decision making.
    3. Challenges the organization to extract larger meaning from data and information

    SOCIETAL CONTRIBUTIONS

    1. Acts as a role model for public responsibility and actions leading to societal well-being and benefit
    2. Motivates the organization to excel beyond minimal compliance with laws and regulations
    3. Drives environmental, social, and economic betterment of the community as a personal and organizational goal

    ETHICS AND TRANSPARENCY

    1. Requires highly ethical behavior in all organizational activities and interactions
    2. Leads with transparency through open communication of clear and accurate information
    3. Builds trust in the organization and its leaders

    DELIVERING VALUE AND RESULTS

    1. Leads the organization to achieve excellent performance results
    2. Defines and drives the organization to exceed stakeholder requirements and achieve value for all stakeholders

    How does your leadership team perform relative to these attributes and behaviors? Do the members of the team complement each other’s abilities, so that all the appropriate attributes are covered? Do your team members collaborate to make sure that employees, customers, and partners are treated fairly and with respect?

    Have a discussion with your leadership team to identify collective strengths and opportunities for improvement. Your leadership team will be strengthened as a result and your people will benefit from the outcome!