1. Excellence Without Borders – Report Released for Public Use

    September 7, 2019 by BPIR.com Limited
    By Saad Ghafoor, Dr Robin Mann, Dr Nigel Grigg and Sanjay Mathrani, Sep 2019.

    The Centre for Organisational Excellence Research launched the project Excellence Without Border in July 2018. All the known Business Excellence (BE) custodians that had held a BE award between 2016-2019 were deemed eligible for participating in the project. From the 55 countries that met this condition, 26 countries participated with some countries having more one BE custodian participating. 10 countries also participated in validating the survey; improving its wording and language. This helped to make the terminologies more relevant to the different participants for example the ones that follow EFQM based terminologies or MBNQA terminologies.

    Business excellence custodians are the organisations that are responsible for carrying out business excellence related activities in their respective countries or regions.

    The project intended to answer the following questions: –

    1. How do business excellence custodians design business excellence frameworks/ models?
    2. How do business excellence custodians promote the use of business excellence in their countries?
    3. How do business excellence custodians facilitate the use of business excellence in their countries?
    4. How do business excellence custodians award and recognize business excellence in their countries?
    5. What are the support structures for business excellence in different countries?
    6. How do the business excellence custodians measure the success of their business excellence frameworks/ models?

    29 BE custodians from 26 countries submitted their surveys and 13 of the participants also contributed in the form of interviews/ Skype discussions.

    Once the responses from 29 BE custodians were compiled, the initial draft of the report was sent out to the GEM Council for approval. After approval, the draft was sent to the participants for internal validation. This version of the report was only for internal use by the project participants and not for public release.

    From this version a second version was created for public release – the PUBLIC RELEASE VERSION, DOWNLOAD HERE, shows aggregated responses and excludes the names/ indications of the participants.

    Future Research

    Further to the EWB project, the participants that were interested in involving business excellence assessors were also provided with another survey specially designed for business excellence assessors. Preliminary results from that survey were shared with the participating countries. An additional survey for organisations that are on the business excellence journey is now underway – if you represent one of these organisations and would like to participate in this research please click here

    For further information contact:

    Saad Ghafoor
    PhD Researcher for Excellence Without Borders
    Centre for Organisational Excellence Research
    Massey University, New Zealand

  2. Global Study on Business Excellence

    September 4, 2019 by BPIR.com Limited
    Participate in our survey by 1 October 2019 and support the global business excellence movement!

    The Centre for Organisational Excellence Research (COER) has launched a global study to investigate Business Excellence. The project titled Excellence Without Borders (EWB) has 29 countries that are participating. We want to hear from organisations that have used business excellence frameworks – we want to hear how this has helped your organization and also learn what more could be done in your country to promote business excellence.

    If your organisation has undertaken at least one assessment (either internal self-assessment or external assessment) of its performance using a business excellence model/ framework in the last 5 years please participate in this study.


    Reason to Participate: –

    • Answering the questions will help you to reflect on how you are implementing business excellence within your own organization.
    • As a participant you will be provided with a summary report of the survey results from the Client Survey. The findings from this will provide insights into how to improve your organisation’s business excellence approach.
    • Your contribution will assist your country in benchmarking its business excellence services against other countries and develop future initiatives in business excellence to serve you better.
    • The Client Survey is one component of the Excellence Without Borders study. Refer to https://www.excellencewithoutborders.org for full details on the research and https://www.excellencewithoutborders.org/resources/ to read some of the previous research reports published from similar research undertaken in 2005 and 2010.
    • This research project with your support is expected to be the largest to date.
    • The Global Excellence Model Council are sponsoring the research and will be reviewing the research findings as an input into its global business excellence strategy to deliver greater socio-economic benefits to nations.

    This is your chance to contribute towards business excellence in your country. In order to fill in the survey online, please click here or scan the QR code below

    You can choose to fill in the survey in more than one sitting. You are requested to complete the survey by the 1st of October 2019.

    For further information contact:

    Saad Ghafoor
    PhD Researcher for Excellence Without Borders
    Center for Organizational Excellence Research
    Massey University, New Zealand

  3. The “New” Purpose of a Corporation

    August 30, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Robert Fangmeyer

    In case you missed it, on August 19, 2019, the Business Roundtable released a statement on the purpose of a corporation. This statement is probably overdue by at least a decade or two; however, it is still worthy of appreciation, as it acknowledges what many good corporations already practice and recognizes the importance of creating value for all key stakeholders, rather than focusing just on quarterly financial returns and stockholder earnings. The Wall Street Journal, Fortune, and many others published articles about the change.

    If you, your leadership, and/or your board of directors would like a proven, nonprescriptive tool to help you implement such an “enlightened” approach to leading, managing, and improving your organization, you are in luck!

    The Baldrige Excellence Framework is Exactly What You Need!
    Baldrige has been promoting and enabling such a perspective for many years. In fact, more than a dozen of the organizations whose CEO’s signed the statement have used the Baldrige framework, and each of the fundamental commitments included in the statement (on the left below) reflects a core value imbedded within the Baldrige Excellence Framework (on the right bolded):

    • Delivering value to our customers: Customer-Focused Excellence
    • Investing in our employees: Valuing People
    • Dealing fairly and ethically with our suppliers: Ethics and Transparency
    • Supporting the communities in which we work: Societal Contributions
    • Generating long-term value for shareholders: Focus on Success

    Best of all, Baldrige isn’t intended to be something you do in addition to what you do. Rather, it is about improving how you do what you do, to ensure that those actions and practices are effective at accomplishing their intended purpose while also supporting and enabling optimal performance across the entire organization.

    Learn More From Baldrige Award Recipient Leaders
    To see and learn from role-model organizations that truly want to help your organization improve, check out the Baldrige Award recipients. I encourage you to attend the Baldrige Fall Conference, our annual Quest for Excellence® conference next spring , or other opportunities throughout the year where you can engage with and learn from a variety of different organizations and their leaders.

  4. AARP’s CEO Talks about Leadership (and the Value of Baldrige)

    August 9, 2019 by BPIR.com Limited

    Article originally posted on Blogrige by Christine Schaefer

    Jo Ann Jenkins, CEO of AARP since 2014, was recognized by Fortune magazine this year as one of the world’s greatest leaders. Undoubtedly, members of her cohort of Baldrige Executive Fellows who gained new insights from learning from and with Jenkins were pleased for her (and not surprised). As Jenkins shared recently, “My interactions with other Baldrige Fellows have consistently been enlightening, inspiring, and illuminating.”

    Jenkins also graciously answered the following questions recently about leading an organization for excellence.

    Congratulations on being honored among the best leaders worldwide for 2019. What experiences have strengthened your leadership skills?

    I’m always on the lookout for learning experiences. I’m afforded an outstanding experience to learn, on an ongoing basis, from working closely with the network of chapters that AARP has built over the last 60 years.

    AARP operates chapters in all 50 U.S. states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands. A network of that size and scale provides a powerful resource for staying directly connected with what’s happening on the ground in people’s communities. Tuning into that feedback on a consistent basis helps us to sharpen our relevance and value to the everyday lives of people age 50-plus and their families.

    As you know, leadership is the first of seven categories of organizational performance of the Baldrige Excellence Framework; the framework’s self-assessment questions ask senior leaders how (1) they set their organization’s vision and values, (2) promote legal and ethical behavior, (3) communicate, (4) create an environment for success, and (5) create a focus on action. Would you please comment on the importance of these dimensions of performing as a senior leader in a U.S. organization today?

    They’re all equally important, but certainly the fifth one—create a focus on action–is especially pertinent to our work at AARP.

    An example is the leadership role that AARP—as a fierce defender in the arena of health care for people age 50-plus and their families—is currently taking in the fight to drive lower prescription drug costs. Americans pay the highest prices in the world for prescription medicines, and it’s time to do something about making them more affordable for more people. Inevitably, that effort starts at the local and state level. As of this moment, 16 states have recently signed into effect 27 new laws that take concrete steps to drive down prescription drug prices—with more new laws expected soon.

    “The principles of the Baldrige Criteria are a vital tool…”

    After you became a Baldrige Executive Fellow in 2012, you used the Criteria for Performance Excellence (part of the Baldrige framework) to benefit your organization’s improvement efforts, as described in our previous blog interview. For example, you stated then, “With the Baldrige Criteria as our guide, we have implemented a customer feedback loop for all of our programs and for the volunteers that serve in our programs. It is providing us with actionable feedback that allows us to excel at living up to our mission.” Would you please share an update on your organization’s customer listening practices or other improvements toward excellence?

    We’re very proud of AARP’s Voice of the Customer program. In the same way that being an effective communicator starts with being a good listener, we also know that providing outstanding customer service is founded not just on listening to what people tell you, but also in acting on that feedback to implement improvements.

    Our Voice of the Customer program enables us to take in what people are saying about AARP on social media, on blogs or other media sources, via our call center, in email, or even in person at one of our many local events and to analyze that information on a daily basis.

    Using a real-time customer-sentiment analysis tool, we are able to take care of requests, anticipate challenges, and improve our level of service to people on an ongoing basis. A lot of organizations are heavily focused on what they want to tell people. Via our Voice of the Customer program, we have found that really listening to what people want to tell you (and acting on it) is even more valuable.

    You’ve evidently inspired others to also participate in the Baldrige Performance Excellence Program’s one-year executive leadership program in recent years. How do you view the value of a Baldrige Fellow’s learning from peers (and senior leaders of Baldrige Award-winning organizations) from different sectors and industries?

    Organizations around the world face many of the same opportunities and challenges regardless of their industry, and I always find it interesting to hear and learn from how others have approached something similar to what AARP might be facing.

    As a CEO, I’m afforded lots of opportunities to network, and I always go into them with an open mind. But I have found the ideas and areas of expertise I’ve encountered as a result of Baldrige to be of a really special quality. My interactions with other Baldrige Fellows have consistently been enlightening, inspiring, and illuminating.

    Would you please share a tip or insight on leading an organization to high performance?

    I think the way forward for any nonprofit is to spend less time on administration and more time on advancing your mission. Of course, a certain amount of internal processes are inevitable and even necessary, but staying focused on core elements matters most.

    • Why does your organization exist?
    • What are your core competencies?
    • Who are you helping?
    • What do they need?
    • How can you help provide it?

    The principles of the Baldrige Criteria are a vital tool in answering—and acting upon—those questions!

  5. 2019 Baldrige Case Study Features Nonprofit Organization

    July 25, 2019 by BPIR.com Limited

    Article originally posted on Blogrige

    The 2019 Baldrige Case Study: LifeBridge Organ and Tissue Sharing (LOTS) demonstrates how the Baldrige Criteria (part of the Baldrige Excellence Framework: Proven leadership and management practices for high performance) can be applied across seven key areas of any organization’s performance. The case study, which features a fictitous, federally designated, organ procurement organization, was used to train the 2019 Malcolm Baldrige National Quality Award Board of Examiners on how a nonprofit organization might use the Baldrige Criteria as a guide to ensuring visionary and ethical leadership, an integrated strategy, customer-focused excellence, effective knowledge management and performance measurement, workforce engagement, efficient and innovative operations, and excellent results—with room for improvement; as part of training, Baldrige examiners used the case study to hone their skills in identifying strengths and opportunities for innovation and improvement.

    Baldrige case studies have at least three purposes. First, given that actual Baldrige Award applications remain confidential until award-winning organizations approve selected content for public sharing, the case studies are used to train examiners for the Baldrige Program’s annual award process. Second, the case studies serve as sample applications for organizations interested in applying for a Baldrige Award or in writing a whole or partial application as a self-assessment. In addition, the case studies show organizations in every sector how they might use the Criteria questions to assess and improve their performance, even if they are not interested in applying for a Baldrige Award. Case studies are also used by Baldrige-based regional or state award programs that are members of the nonprofit Alliance for Performance Excellence, part of the Baldrige Program’s public-private partnership.

    The Baldrige Program is very grateful to an actual organ procurement organization that allowed its own Baldrige-based award application to be the basis for this case study. From that real application, names and data were fictionalized, and elements were intentionally edited to be less mature, less beneficial, or missing in order for this case study to be scored lower by a team of examiners than the real application likely would be scored and thus provide more training opportunities.

    Adapted by volunteer Baldrige examiner Linda Martin, with her colleague Diane Brockmeier and the staff of 2015 Baldrige Award recipient Mid-America Transplant, LOTS depicts an organization dedicated to saving and improving lives through the coordination of organ and tissue donation. It is a 25-year-old nonprofit that serves 3.2 million people within the fictitious states of North Takoma and South Takoma. The delivery of services for two work systems requires the careful coordination of partners, collaborators, and key suppliers, and a partnership model is key to ensure that organs and tissues are always available for the organization’s key customers. LOTS is a 24/7, heavily regulated business, in which many of the employees are decentralized.

    You can learn how LOTS scored in an assessment against the 2019–2020 Baldrige Excellence Framework through the following free, downloadable resources related to the LOTS Case Study:

    The 2019 LifeBridge Organ and Tissue Sharing Consensus Scorebook (Word) was produced by a team of Baldrige master examiners (Scott Rogers [team leader], Bill Craddock, Pattie Curtis, Melanie Hatch, Ashley Holroyd, Pat Lapekas, and Deb McBride) who evaluated the fictitious organization against the Criteria. The Baldrige Program is especially grateful to this team of volunteers for the extraordinary efforts they undertook to work on the project with limited resources and guidance during the federal government shutdown in late 2018 through early 2019.

    This scorebook also includes insights gleaned from Baldrige examiners who participated in the 2019 Baldrige examiner preparatory class.

    The 2019 LifeBridge Organ and Tissue Sharing Feedback Report (Word) shows the scorebook comments in the format of the reports received by actual Baldrige Award applicants at the end of the annual evaluation process.

    Beyond learning from best practices and other examples in this case study, organizations that wish to get started with Baldrige-based performance improvement can access sector-specific resources online at “Baldrige by Sector” and basic ideas for how to get started using the Baldrige framework.

    Since 1987, the Baldrige Program has produced case studies that describe how fictitious organizations are fulfilling the requirements of the excellence framework and continually improving in challenging situations and economies. The case studies rotate sectors to show examples for a variety of organizations using the three versions of the Baldrige Excellence Framework: Business/Nonprofit, Health Care, and Education.

    Additional Baldrige case studies are available for free downloading in the Baldrige materials archive.