1. 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.


  2. Excellence Without Borders – Report Released for Public Use

    September 7, 2019 by BPIR.com Limited
    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
    S.G.Ghafoor@massey.ac.nz


  3. Truly want Organisational Excellence and Resilience, it’s not your Systems, it’s your People you need to focus on for Positivity

    September 6, 2019 by BPIR.com Limited

    It’s been a long standing view that implementing ‘Systems’ will be the key to increasing overall organisational excellence. Organizational excellence is defined as the ongoing efforts to establish an internal framework of standards and processes intended to engage and motivate employees to deliver products and services that fulfil customer requirements within business expectations (asq.org). It is now well established that engaging your staff is the key to making systems and processes work effectively, not the other way round (Markos & Sridevi, 2010). Moreover, engage your staff and you not only get operational excellence, you get a productive and engaging work culture where leadership and operations thrive. Whether it’s production, clinical healthcare, customer services, aviation, construction, transportation or any other industry, the findings are relevant and consistent. Employee engagement matters most.

    But building engagement is not as obvious as it may sound. The answer is not adding gaming to the office lounge or having casual Fridays. It is much more foundational to every person’s psyche than the superficial fixes often deployed. Engagement itself has been shown to be poor globally, primarily due to the lack of understanding on what it is and how to increase it. Engagement is when your employees are full of vigour, dedication and immersed in their tasks.

    Globally only about 15% of the workforce is engaged, with 18% being actively disengaged and 67% just not engaged. The actively disengaged are disgruntled employees, the sabotagers, they actively steal from the organisation, are knowingly negligent or spend most of their time purposely sabotaging processes. The not engaged are simply there at work. They are aren’t actively sinking the ship, but they aren’t rowing either. They’re just there for the ride, to clock in and clock out. This equates to an estimated US$67 Trillion loss in productivity to the global economy. The NZ/Australia figures sit just below the global figures in engagement, with 14% engaged, 15% actively disengaged and a whopping 71% in the middle, just not engaged. Losing the economy roughly NZ$2.7 Billion in lost productivity.

    What makes matters worse is that globally, across industries and countries, engagement has been pretty much stagnant since engagement measures started in the 2000s. Not decreasing overall, but definitely not increasing either. This is primarily because organisations continue to simply measure engagement annually, don’t understand what they measured fully, how to fix it or what interventions exist or how to implement them. So they spread the stats to top management, have a meeting, put it in a file, do not much else about it and measure it again the next year!

    The primary driver to enhance engagement lies not in the organisation systems, or tearoom fun activities, but in each employee’s psychological capital (PsyCap). PsyCap is the internal ‘positivity’ you build into your personnel to enhance the will to chase goals. Building PsyCap has been scientifically shown to make us smarter. Our peripheral vision literally expands, we can take in more information from our surroundings in lesser time. Our brain has more information to work with so processes information faster. We have more info and retrieved it faster, so we problem solve faster. This all feeds back on itself so we get smarter, faster. The more we can do this and for longer, the more permanent it becomes. Think going to the gym now and then versus going consistently every week. The changes and results become permanent. Doctors have been shown to reach differential diagnosis faster and more accurately. Production staff have been shown to produce fewer defective products with less risk and health and safety issues in the workplace. Service focussed employees have been shown to retain customers and increase customer satisfaction. The same tide (PsyCap) raises all ships (all industries have been shown to reap the benefits globally).

    When employees with PsyCap interventions, positivity interventions, were measured against employees with no interventions within the same organisation, significant KPI differences were found. Those with positivity intervention showed 37% less absenteeism, 65% less turnover in high turnover orgs, 28% less org. shrinkage, 48% less safety incidents, 41% less patient incidents, 41% less quality defects, 10% increase in customer satisfaction, and a 22% increase in productivity enhanced profitability. Build positivity, engage in work, increase productivity, increase profitability.

    Organisational resilience relies on 9 key factors in order to have robust resilience, material resources, planning, information mgt, redundant pathways, governance, leadership, culture, social collaboration and human capital. Of these 9, 4 (nearly half your organisational resilience) rely entirely on the positivity of your employees to be successful. Positive employees need positive leadership, which together establishes a positive culture, which enhances social collaboration, which reinforces your human capital overall. This positivity builds and enhances engagement, which in turn then effectively enhances your other 5 resilience components in efficiency, resources, planning, information mgt, redundant identification and overall governance,

    But it’s not all about work either! People who have positivity interventions have greater mental resilience, in life, significant well-being overall and generally have a better quality of life after and are more likely to be promoted, have successful marriages, increase immune function and general health, have better brain functionality and basically excel in all aspects of life. And it lasts long term with far reaching benefits. Because when we are happy, those around us are more likely to be happy, work colleagues, friends, family. It makes good business sense to invest in positivity. It makes good life sense to invest in positivity.

    If you are interested in this article, can you help?

    The author, Ranjeeta Singh, Positive Coach & COER Researcher, is looking for participant organisations that would like to be involved in her exciting research project on Employee Positivity. If interested please contact Ranjeeta ranjeeta.singh@gmail.com. Minimal time commitment, full ethics, legal and confidentiality conformance is part of the study and, the big plus is that you will receive a measure of Employee Positivity for your organisation (and a comparison against other participants) and access to the research findings on how to improve it.


  4. 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.

    PARTICIPATE BY CLICKING THIS LINK

    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
    S.G.Ghafoor@massey.ac.nz


  5. Dubai We Learn – Enabling Happiness

    September 3, 2019 by BPIR.com Limited
    By Dr. Almas Tazein, BPIR.com Limited, COER

    The Community Health Authority answering questions on their project at the recent Knowledge Sharing Summit

    We cannot cherry pick pleasant times – certainly not when we are operating the gigantic machinery called public service and governance. It can sometimes open a Pandora’s box of unpredictable internal complexities. Hence, there are programs like Dubai We Learn – Dubai Government Excellence Program (DGEP) that can safely anchor the government authorities to their organisational mission. And, the Community Development Authority (CDA) is one inspiring story to tell.

    An external evaluation conducted by the Dubai Government Excellence Program (DGEP) at the Community Development Authority showed a downward spiral in the employee experiential domains – employee happiness, employee satisfaction, sense of harmony, and commitment & loyalty. The results steadily moved south in 2016-2017-2018. The areas of concern were HR Department & procedures, leadership style, work environment, and issues related to Key Performance Indicators (KPIs), motivation, appreciation and incentives.

    But the CDA is determined to swim against the tide and take the horse by its reins!

    CDA’s Enabling Happiness initiative is one of 11 aspiring Dubai Government’s transformation management projects. The Enabling Happiness project wishes to identify and implement best practices that engage, empower, and enlighten employees leading to elevated levels of employee happiness, loyalty, motivation, communication, innovation and productivity.

    On Tuesday 30 July 2019, The Center for Organisational Excellence Research (COER) Team which is facilitating the 11 Dubai We Learn project initiatives alongside DGEP, visited CDA to evaluate the progress of the project. The project had started in February 2019.

    Mr. Ahmad Mofleh Al Gharaibeh, Director General Advisor, Institutional Processes & Services Excellence, CDA shared the early measures taken to combat the situation and this was impressive!

    The CDA decided to positively strengthen the demotivated personnel by engaging in QUICK WINS over the past two months (for Q1 & Q2). The happiness restoration method includes a number of initiatives – three exciting initiatives to motivate the employees, four types of communication channels were designed to promote team solidarity & amiability, and measures taken to fortify training, development & rewards.

    Quick wins already implemented since the start of the project

    During the meeting, Dr. Robin Mann, Director, COER emphasized that, in order to trace the impact of the initiatives it is important to compare the past and the present evaluations, taking into account measures such as employee turnover rate, absenteeism, sickness days and employee grievances. To have factual figures on whether they have produced the desired or near-desired outcomes is only practical. This will prove to be of substantial significance in the further decision-making of the improvement process at CDA; and ensure that the Human Resource Department’s role will be far-reaching.

    Currently, CDA is in the AQUIRE Stage of the TRADE Benchmarking Methodology, which is the operational framework for Dubai We Learn initiatives. The COER team members further recommended some best practices that the CDA can explore to enrich their employee camaraderie & communication. Further, Mr. Ahmad, CDA, presented the outcomes of their successful benchmarking meetings with Dubai Courts, Dubai KHDA and Dubai Statistics Center to learn their approaches in employee engagement and motivation. He also expressed CDA’s plans of carrying out regular meetings with the Director General, Sponsors, Section Managers and other team members to ensure maximum stakeholder participation and involvement.

    A benchmarking visit to Dubai Statistics

    In the next DEPLOY Stage – TRADE methodology, CDA is expecting greater involvement from the HR Department to enhance the success quotient of the entire project. In this phase, their objective is to target leading initiatives in governance, empowerment, policy & procedures, and leadership programs.

    Dr. Robin Mann reinforced that, after the REVIEW Stage of TRADE, common challenges/issues should be categorized and prioritized and then CDA should decide how many of them to tackle as part of the benchmarking project. Following on from this, if CDA identified 5 major issues to address then best practices for each of them should be sought in the AQUIRE stage of TRADE, therefore the REVIEW and ACQUIRE stage should be connected. He also emphasized that a Roadmap for the next one to two years should be developed once the ACQUIRE stage was completed. Based on CDA’s time-plan this could be developed by the end of October 2019 and signed off by the Project Sponsor.

    The COER team met Mr. Ahmad Julfar, Director General, CDA. He shared his vision of successfully developing a robust people-centric CDA to fulfil its mission of developing social services in alignment with the Dubai Government’s goals of attaining sustainable development and a cohesive happy society that enhances their National identity and strengthens empowerment and community engagement.

    The CDA-Enabling Happiness project is on track to rise and shine to outsmart all the challenges witnessed. CDA’s commitment and progress is indication enough that the final portrait of this team’s picture will be celebratory!

    For more information on Dubai We Learn contact:

    Dr. Zeyad Mohammad El Kahlout, Senior Quality and Excellence Advisor, Dubai Government Excellence Program (DGEP). Email: Zeyad.ElKahlout@tec.gov.ae