1. 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.

  2. 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

  3. 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:


    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


    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


    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


    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


    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


    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


    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


    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


    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


    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


    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!

  4. Thirty Years of Evolution = Revolutionary Change

    September 20, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Harry Hertz

    Summer 2019
    From Product Quality Assurance to Organizational Performance Excellence
    For 30 years, the Baldrige Performance Excellence Program (BPEP; originally known as the Malcolm Baldrige National Quality Award Program) has defined what constitutes a high- performing, role-model organization. The change in name alone demonstrates the profound changes in the program (part of the National Institute of Standards and Technology) over 30 years. Originally seen as an award program offering criteria for identifying role-model for-profit companies for the United States, BPEP has evolved into a program that helps organizations in all sectors of the economy to improve and innovate, to get them to levels of performance they have not seen before and, often, which they never imagined they could reach.

    The program has moved from being an award program with an education component to an education program with an award component. The program’s key product has evolved from a single set of business award criteria to a suite of performance improvement tools that all organizations can use. The program has evolved from a single national award program to a program that has been copied and emulated around the globe and in local, regional, and industry-specific “Baby Baldrige’s,” a term originated by Business Week magazine. The Presidential award, created specifically for businesses, has evolved, like the overall program, to include applicant categories for education and health care organizations and, subsequently, for nonprofit organizations of all kinds, from charitable to trade to governmental. And pilot efforts now underway have expanded the Baldrige concepts to communities striving to improve life for their citizens.

    There are many possible approaches to documenting how the Baldrige Program has evolved, starting with the title of its premier publication, from Baldrige Award Application Guidelines in 1998 to the Baldrige Excellence Framework today. Our definition of performance excellence was originally “to deliver ever-improving value to customers, while improving the overall effectiveness and efficiency of the organization.” While still true to this concept today, we have learned that excellence is more complex. Today we define performance excellence as “an integrated approach to organizational performance excellence that results in (1) delivery of ever-improving value to customers and stakeholder, contributing to ongoing organizational success; (2) improvement of your organization’s overall effectiveness and capabilities; and (3) learning for the organization and for people in the workforce.” We recognize today that excellence is not just about how you approach your work; excellent approaches must deliver positive results. Value must be delivered to all your key stakeholders, including your community, not mainly stockholders/owners/donors. This is a concept long practiced by Baldrige framework users and recently acknowledged by the Business Roundtable. To sustain high performance, an organization must look beyond effective current operations; it must continuously enhance its capabilities and learn as an organization and provide learning opportunities for its workforce.

    I have chosen to highlight the Baldrige “revolution” through four evolutionary lenses: the Baldrige Excellence Framework diagram, the Baldrige Core Values and Concepts, the Baldrige Criteria (for Performance Excellence), and the creation of other Baldrige educational and self-assessment documents and opportunities. Since I can’t resist the temptation, I will conclude with some thoughts on trends that might impact the Criteria over the next ten years.

    The Baldrige Framework Diagram

    There have been four major iterations of the framework diagram.

    Perhaps the most profound change in the Baldrige Program occurred at the time of the transition from the second framework diagram to the third. That was the time when the focus on overall organizational performance excellence and a systems approach to that overall performance took hold. That basic framework diagram change was made in 1997, ten years after the start of the Baldrige Program. It was actually slightly modified again in 2001, with the umbrella over the diagram changing to the Organizational Profile, indicating the clear role the Profile plays as an overarching context for the organization’s performance management system. In 1997, Results also became a separate Baldrige Criteria category, emphasizing (with 450 out of 1,000 points of the evaluation scoring system) that having a process without achieving commensurate results was meaningless.

    The current framework diagram has three significant changes: (1) the Organizational Profile is now shown as the background “color” for the whole framework, indicating the pervasive nature of your operating environment, relationships, and strategic situation as influencing everything you do as an organization; (2) the word integration is now part of the framework, indicating the holistic, and interrelated nature of the Baldrige Criteria categories and questions; and (3) the Core Values and Concepts are now part of the framework, indicating their foundational nature in a performance management system as values embedded in high-performing organizations.

    Core Values and Concepts
    While the Core Values and Concepts were not articulated in the first Baldrige Criteria in 1988, they were as much a part of those criteria as they were in 1992, when the core values were specified for the first time. Those initial core values and concepts and the 2019 version are shown below.

    While there isn’t a one-to-one correspondence between the 1992 and 2019 versions, there is a lot of overlap, with a few notable changes that reflect the evolution of our understanding, and the changing nature, of organizational performance excellence. A Systems Perspective was not present in the initial core values. As the criteria became more holistic and we simultaneously realized that organizations had to be viewed like living organisms with interdependent parts, the systems perspective became a bedrock core concept of the criteria. While Full Participation in 1992 focused on all employees participating in the work of the organization, it did not encompass the full meaning of today’s Valuing People, which recognizes the workforce as the internal customer. Valuing People also recognizes external customers, community members, and other people who are important to the organization. Continuous Improvement evolved to Organizational Learning and Agility, a broader concept that recognizes the importance of an organization’s knowledge base and its use with external data to drive learning and strategic agility. Public Responsibility evolved to the more explicit values of Societal Contributions and Ethics and Transparency. This change reflects the larger role high-performing organizations today have in contributing to their various communities both because they value being good citizens of those communities and because such contributions make good “business” sense. The explicit statement of Ethics and Transparency as a core value was made real by breaches that we collectively observed in our business community. Finally, Delivering Value and Results paralleled the introduction of Results as a separate criteria category, recognizing that an organization must deliver value to all its key stakeholders in order to continue to thrive.

    The Criteria for Performance Excellence
    Originally a set of statements, the Baldrige Criteria became a set of questions in 1999, recognizing that leaders guided an organization’s performance management and that the criteria questions should guide you by asking how you accomplish your mission, how you plan for the future, and what your results are.

    The evolution of the criteria has always been driven by the mantra that the criteria reflect the leading edge of validated leadership and performance practice.

    A listing of criteria item titles from 1988, 2002, and 2019 is shown below.

    The following observations are apparent when you consider these titles and what they mean to your organization.

    1. The number of items has been reduced from 42 to 17 (plus two for the Organizational Profile). This reflects a better understanding of critical components of an organizational performance management system. The change also demonstrates the evolution of the Baldrige Criteria as a resource for quality assurance to process quality to overall organizational performance management.
    2. The Organizational Profile, not in the 1988 criteria, now serves as “category 0” of the criteria, with the purpose of setting the organizational context that provides the basis for your answers to all the remaining questions in the criteria. For many organizations, addressing the questions in this profile serves as a first Baldrige self-assessment, in which organizations learn and define all aspects of their operating environment.
    3. The early focus on data analysis and information generation has evolved to a focus on measurement, analysis, and improvement of all aspects of organizational performance. Management of information and information systems, and the management, sharing, and building of organizational knowledge are now vital components of organizational strength and differentiation.
    4. The focus on strategic quality planning has been replaced by a focus on organizational strategic planning as the criteria have evolved from a focus on product and process quality to a focus on overall organizational excellence.
    5. Human resource utilization, with a component of employee quality training, has evolved to a workforce focus, with recognition that the people in the organization are valued as internal customers who deliver the products and services that engage the end customer. This focus must consider all aspects of the workforce environment and workforce engagement, particularly development of a healthy organizational culture, career development for employees, and appropriate recognition systems.
    6. A focus on product and process quality and auditing of suppliers has evolved to a focus on all key work processes and overall operational effectiveness, including process effectiveness and efficiency, security and cybersecurity, safety, and emergency preparedness.
    7. The initial emphasis on individual quality improvement activities has evolved to consider cycles of evaluation and improvement and, currently, the overall organizational performance improvement system and innovation.
    8. The early focus on customer satisfaction has evolved to focus on customer expectations, customer engagement, and customer loyalty, including a strategic focus on market environments.
    9. Scoring in the 1988 criteria was largely driven by an organization’s process improvement. By 2002, a clear focus on all aspects of organizational performance results was articulated by the addition of the Business Results category, with 450 points allocated for this category out of the total of 1,000 points in the Baldrige Scoring System. More recently, including in 2019, the Results category has an added emphasis on leadership, governance, and strategy results.

    I think it is also interesting to look at some key dates in the evolution of the criteria to show the changing nature and evolution of organizational performance excellence.

    Strategic quality planning was replaced by strategic planning. This was the point where we realized that the quality planning function had to be for the whole organization—not just product/service delivery and customer processes—that organizations could not plan for quality independent of overall strategy. This was the start of a larger reframing of the criteria to focus on overall organizational performance.

    The Organizational Profile was added to the criteria. As stated above, it transformed generic criteria questions into an organization-specific framework.

    This was a major criteria transition year. The criteria were revised with the dual purpose of “running the business” and “changing the business” as guidance. Linkages among categories were enhanced with the goal of evidence-based management as a guide. Organizational knowledge management was added, recognizing that this had become a significant source of competitive advantage. Governance and social responsibility were added to the Results category.

    The Scoring System for evaluating process item responses (categories 1 through 6) was reengineered to reflect process maturity along four dimensions: Approach, Deployment, Learning, and Integration (ADLI). One way of viewing these four dimensions is as an organizational approach to Plan-Do-Check-Act (PDCA). The integration dimension was particularly important as it links processes with what is important to the organization from other Baldrige Criteria items, the Organizational Profile, and key results.

    To set the context for strategic planning, the identification of the organization’s strategic challenges was added to the Organizational Profile. The Leadership category was expanded to address leaders’ role in ethical stewardship of the organization and in developing future leaders. To complement these leadership questions, leadership effectiveness results were added to the Results category.

    To round out the strategic context in the Organizational Profile, questions were added about the organization’s strategic advantages and strategic opportunities (ideas for new products, services, markets, strategic partnerships, etc.). Several new concepts critical to high performance were also introduced. Workforce capability and capacity questions were added to ask about having the right knowledge and skills available and the right number of people available, respectively. Work systems, work processes, and core competencies address how the work of the organization is accomplished, including what work is outsourced (work systems), the work accomplished with the organization’s workforce (work processes), and the organizational skills/capabilities that are critical to accomplishing the work of the organization (core competencies).

    The Scoring System for evaluating results item responses (category 7) was reengineered to reflect performance maturity along four dimensions: Levels (current performance), Trends (performance history), Comparisons (relative performance to competitors and best performers), Integration (are you measuring what is important based on your Organizational Profile, key processes, and customer requirements?). The acronym for these dimensions is LeTCI (as in “let’s see” how you are doing).

    Several new concepts were introduced in the 2009 criteria. The first was a shift from customer satisfaction to customer engagement, a focus that included satisfaction, dissatisfaction, and relationship building to develop customer loyalty. With the expanding use of electronic information and issues of access becoming significant, a new item in the criteria dealt with management of information technology and systems. Finally, recognizing the value to key stakeholders of an organization’s “triple bottom line,” societal responsibility was incorporated as a cross-cutting consideration.

    This was the year that innovation went from being a component of strategic planning to a cross-cutting consideration for leadership, strategy, and the organization as a whole. The concept of intelligent risks was introduced to prioritize strategic opportunities that will be pursued based on their importance to an organization’s future success and, maybe, survival. And the criteria now recognized that senior leaders are expected to provide a supportive environment for intelligent risk taking. 2011 was also the year that the use of social media, though not yet widespread in business, was of sufficient significance that it was introduced in the criteria content.

    The growing use of big data and data analytics was a focus of change in the 2015 criteria. Organizational change management was also embedded in the criteria, with dual foci on the design of change and its tactical implementation.

    In a rapidly evolving world, the CEO suite in all organizations is increasingly challenged. In 2017, these challenges led to an enhanced focus in the criteria questions on cybersecurity and enterprise risk management (bringing together some of the concepts introduced in the past several criteria editions).

    In the 2019 criteria, the Baldrige Program has started introducing the increasingly significant strategic consideration of business ecosystems: cross-industry, domestic, and global systems of partnership to enhance opportunities and organizational effectiveness. As with other considerations, such as social media in 2011, the initial introduction is largely about awareness building, recognizing that we anticipate growing importance of this concept to organizations in the future.

    Additional Educational and Self-Assessment Information
    In 1988, the Baldrige Program produced the first set of award application instructions, including the criteria for evaluating a business. Since then, there has been great growth in resources available from the program. These include Baldrige Award recipient descriptions and application summaries, case studies and related resources, fact sheets, Baldrige examiner training materials, and blogs (via Blogrige).

    Beyond submitting an award application, opportunities for organizations now include participating in a collaborative assessment process, having employees attend the Baldrige examiner training experience (without being a Baldrige examiner), attending Baldrige educational conferences, and having organizational executives participate in the Baldrige Executive Fellows Program.

    In 1998, the first official sector-specific sets of criteria for health care and education organizations were introduced. Earlier pilot criteria had been released in 1994. In 2002, the first Baldrige Criteria-based perceptional survey tool Are We Making Progress? was introduced. That was followed in 2004 by a companion document for use by leaders, Are We Making Progress as Leaders? These documents provide a quick snapshot of organizational strengths and opportunities for improvement from the perspective of employees and senior leaders.

    In 2015, the Baldrige Excellence Builder was introduced. This abbreviated version of the Baldrige Excellence Framework provides a self-assessment tool for organizations that are getting started with the Baldrige Criteria. It ties directly to the more extensive set of criteria in the Baldrige Excellence Framework, by asking the overall (high-level) questions from the larger set of criteria.

    In 2017, the Baldrige Cybersecurity Excellence Builder was introduced. This self-assessment tool, similar to the Baldrige Excellence Builder, asks key questions for improving your organization’s cybersecurity performance.

    In 2019, a Baldrige Core Values-based tool for assessing role-model attributes of your organization’s leaders was added to the Baldrige Program’s website. Later this year, a companion tool for boards of directors will be available.

    The Next Ten Years

    Not hampered by current organizational design or challenges, it is fun to speculate about some of the drivers of organizational performance and strategy that will affect the Baldrige Excellence Framework and the Baldrige Program a decade from now.

    Let me start by stating the obvious: With advances in technology continuing at the current or an accelerated pace, it is impossible to predict the specifics of technology’s impact on the way we will look at organizations, what they will offer their customers, and how they will operate.

    Some things appear certain based on current trends. Cybersecurity, data analytics, and artificial intelligence will continue to be of growing importance to organizations’ strategy, how they function, and the skill sets employees will need.

    Technology will drive changes in the jobs that people have, with the balance between work accomplished by robots and “thinking” computers and work accomplished by people shifting significantly. It may mean that full-time employment by one employer will be significantly replaced by workers who are independent contractors with multiple employers that vary over time. It will impact how health insurance is purchased and how retirement is financed during people’s working years.

    I believe the human workforce will be driven toward jobs that involve emotional, interpersonal, and intuition-based decision making. Jobs that are conceptual in nature, such as scientific and social science research, will still require humans to succeed.

    Many people are likely to have more free time, which will mean more people engaged in travel and leisure professions. It also means that people will have greater time for doing social good and seeing to societal responsibility. This should lead to greater pressure on businesses and municipalities to provide resources for these endeavors and to look at opportunities to provide products and services that improve societal well-being and enhance brand image, as well as generating enhanced revenue.

    Ecosystems will take on larger scope, moving from business ecosystems to societal ecosystems, bringing businesses, nonprofit organizations, and local government together in new and novel partnerships. Much of health care and education will be delivered remotely and online, requiring new payment models and more “on-call” professionals.

    I believe all these changes will take place in a much less certain economic and political climates around the globe and nationally. SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis and PEST (external Political, Economic, Social, and Technological factors) analysis will become two legs of the strategic planning stool. The third leg will be risk management and innovation. And ongoing innovation will involve more than looking for opportunities. It will become an organizational necessity.

    A bottom line of all the above changes will be a universal use of some form of scenario planning when it comes to strategic planning. All organizations (and quite possibly, families, as well) will have to envision multiple futures dictated by external and internal forces and have planning scenarios for each.

    I’ll check back in a decade to see how I did—or maybe sooner, if the pace of change continues to accelerate!


  5. Best Practice Report: Leadership: Building a Successful Organisation

    September 9, 2019 by BPIR.com Limited

    While there are many different approaches to building a successful organisation, there are usually two common ingredients: a strong culture of excellence, and a system to enable and manage change effectively. These two ingredients often involve the following elements:

    • An environment to enable your mission to succeed and improve organisational and leadership performance, organisational learning, as well as learning for the workforce.
    • A workforce culture that delivers a consistently positive customer experience and fosters customer engagement.
    • An environment to enable innovation and intelligent risk taking, the achievement of your strategic objectives, and organisational agility.
    • Active participation in succession planning and the development of future organisational leaders.

    In This Report:

    1. what does building a successful organisation mean?
    2. which organisations have received recognition for being ‘a successful organisation’?
    3. how have leaders built a highly successful organisation?
    4. what research has been undertaken into how to build a successful organisation?
    5. what tools and methods are used to build highly successful organisations?
    6. how can a successful organisation be measured?
    7. what do business leaders say about building a successful organisation?
    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.