1. Reporting on New & Old Dubai We Learn Benchmarking Projects

    February 24, 2019 by BPIR.com Limited

    Over the next 2 weeks, 10 project teams representing 10 government entities will have started the 3rd Cycle of Dubai We Learn Excellence Maker’s Projects. These projects will help the government entities make dramatic and breakthrough improvements in their processes and systems through learning from best practices.

    The government entities represented in this round are DEWA, Dubai Land, Dubai Health Authority, GDRFA, Community Development Authority, RTA, Dubai Police, DCAS, Dubai Municipality and The Executive Council.


    1st batch of project teams being trained on TRADE Best Practice Benchmarking


    All teams will be aspiring to follow in the footsteps of previous Dubai We Learn projects. Of the 24 previous projects all have made significant contributions to their organizations and stakeholders and many of these have become role model projects winning international awards for the best practices implemented.

    To learn more of the previous projects you can read our book on the 1st Cycle of Dubai We Learn here and shortly you will be able to read our book on the 2nd Cycle of Dubai We Learn showcasing 11 more projects (to be published by May 2019). For a taster we have provided a summary of one of the projects below. This was a 7-star project by Dubai Government Human Resources Department.

    In our next blog we will outline details of this year’s projects and what they hope to achieve.

    Dubai Government Human Resources Department’s 7 Star Project from the 2nd Cycle of Dubai We Learn

    DGHR, similar to all Dubai We Learn teams, used the TRADE Best Practice Benchmarking Methodology to search for and implement leading-edge practices.


    Terms of Reference – plan the project

    The aim of the project was to launch a Dubai Government Human Resources Think Tank for future shaping, research driven decision making and pioneering HR’s role for Dubai Government. It was decided within the one-year time frame of Dubai We Learn to prepare a comprehensive Blueprint for setting up a DGHR Think Tank specifying potential services, roles and responsibilities, organization structure, and required resources.


    DGHR Team Awarded 7 Stars for TRADE Benchmarking Proficiency


    Review current state

    The DGHR benchmarking team began by conducted a brainstorming session and undertaking a fishbone analysis, SWOT analysis and a more complex TOWS analysis. These were conducted in tandem with other activities to gain the viewpoint of other stakeholders, these included:

    • Focus group interviews with DGHR’s staff to gather their feedback about the areas that DGHR needs to work on and how a Think Tank can improve the current situation through research and studies.
    • A brainstorming workshop for Directors and Heads of Sections of Dubai Government entities. Their input as primary customers of DGHR was critical.
    • A survey of HR staff within Dubai Government to obtain their views.
    • Exhaustive desktop research to understand leading practices, core services, operating models, challenges and opportunities of Think Tanks.
    • Analogous simulation was used to explore potential services for DGHR.


    DGHR team conducting a brainstorming session to discuss the proposed project

    Acquire best practices

    The team selected almost 102 Think Tanks from which to shortlist potential benchmarking partners. Using the criteria for shortlisting, the team assigned a numerical value for each criterion and evaluated all the Think Tanks. A cut-off score to select potential partners was determined and 25 local and international Think Tanks met the cut-off score. The team considered international site visits in three geographical locations – Europe, US and Asia. The DGHR benchmarking team received good responses from US-based Think Tanks and they selected six international Think Tanks for site visits.

    Before the site visits, the team identified a detailed list of questions to be asked in the chosen areas of focus. The collection of data started with visits to local Think Tanks (July-October 2017) and followed by visits to international Think Tanks (December 2017). A total of 9 Think Tanks (3 local and 6 international) were visited and 63 ideas/practices were collected. The Think Tanks visited were The RBL Group (US), RAND Corporation (US), Society for Human Resource Management (US), Brookings (US), United States Office of Personnel Management (US), Inter-American Development Bank (US), Delma (UAE). In addition, a virtual visit via video conferencing was carried out with Bersin (US).


    DGHR team visiting Society for Human Resource Management (US)


    DGHR team visiting RAND Corporation (US)


    Deploy – communicate and implement best practices

    The benchmarking team prepared a detailed report for the Director General including a list of all ideas to be implemented. Following a meeting where support from senior management was reiterated, it was agreed that improvement ideas will be implemented in a 5-phase approach.

    The team decided to implement Phase 1 (Arrival) in 2018 to focus primarily on current projects. Upon approval, findings of the benchmarking exercise were shared with DGHR staff and Dubai Government entities at the HR Multaqa gathering. The gathering served as a follow-up to initial workshops held in August 2017.


    DGHR organised a HR gathering (HR Multaqa)


    The DGHR team subsequently signed MoUs with the following strategic partners – RAND Corporation (partnering for policy making expertise), SHRM (partnering for HR specific expertise), US Office of Personnel (partnering for Government specific expertise specially as a governing body of HR), Emirates University (for academic access) and B’huth (for Dubai based data and local reach). The DGHR team’s final version of the Blueprint, a 73-page document, was presented to the Director General who thereafter gave formal approval. The approved Blueprint specified the mission, vision, strategy and business case for the planned Think Tank. Finally, there was a press release announcing the launch of the DGHR Think Tank.

    Evaluate the benchmarking process and outcomes

    The most important measure of success was the widespread stakeholder agreement to a Blueprint for a Dubai Government Think Tank to shape the future of HR within Dubai. The vision of the Think Tank has been initially set as “Pioneering HR for the world” with three prime services; research, smart library and consulting services. Expected future benefits include setting standards of superior HR services through bridging gaps between academic knowledge and practical implementation, translating the vision of a pioneering Government as per Dubai Plan 2021 and improving Dubai’s 45th position in the Human Capital Index. The Think Tank is expected to save about AED 6 million per year on outsourcing of research to support DGHR’s policies and programs as well as approximately AED 5 million per year for Dubai Government entities on outsourcing/consulting where the entities lack HR expertise to implement different initiatives. The Think Tank is expected to save up to AED 4,206,007 per year through improving the productivity of Dubai Government employees using various efficiency and effectiveness tools (current productivity index = 2.1 hours, targeted productivity index = 3 hours) with the potential to achieve a total return on investment of 100’s of millions AED through providing leading edge research and initiatives that drive employee engagement and innovation.

    To find out more about 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 or Dr Robin Mann, Director, Centre for Organisational Excellence Research (COER). Email r.s.mann@massey.ac.nz.

    Detailed reports and videos on Dubai We Learn projects can be accessed from the member’s area of the BPIR.com.

  2. South African Quality Institutes latest news

    February 23, 2019 by BPIR.com Limited

    South African Quality Institute (SAQI) http://www.saqi.co.za is the national body that co-ordinates the Quality effort in South Africa. Their monthly newsletter is an excellent source of information to keep up with the latest quality issues in South Africa.


    • Reading the Small Print, by Paul Harding
    • With the Benefit of the Hindsight, by ASQ
    • UNIDO Result Workshop on the Pilot application of the Quality Infrastructure for Trade Facilitation Toolkit to facilitate the smooth flow of goods, by UNIDO
    • Is Whistleblowing Legislation as Effective in Practice as it is on Paper? by Terrance M. Booysen and David Loxton
    • Beat the Bully, by Dr Richard Hayward

    Click here to download this newsletter.








  3. Best Practice Report: Performance Management Systems for Emergency Services

    February 19, 2019 by BPIR.com Limited

    Corporate performance management (CPM) principles assess whether an organisation is doing the job it is supposed to be doing, i.e. whether its vision and mission are being achieved. These principles are applicable to EMS and can help promote world-class delivery of care to patients, and support optimal outcomes. An example of this is Mid-America Transplant Services, a recipient of the Malcolm Baldrige National Quality Award. The organisation used CPM to improve performance and encourage innovation, saving more lives as a result.

    While EMS is the main focus of the research highlighted in this report, all organisations can benefit from CPM. For example, Allina Health EMS provides an excellent example of how an organisation can refocus its priorities to get the important priorities achieved in a timely manner, and the NHS undertook audits to see whether it was providing value for money.

    Organisations can use CPM to transform systems and performance. The excellent article in HR.com provides mini-case studies of how performance management has made a big difference to organisations around the world. Sometimes it can be straightforward and easy to implement. And whatever your objectives and targets, you can rely on BPIR.com to be there to help you every step of the way.

    In This Report:

    1. What are “performance management systems for emergency services”?
    2. Which organisations have received recognition for excellence in performance management systems for emergency services?
    3. How have organisations reached high levels of success in performance management systems for emergency services?
    4. What research has been undertaken into performance management systems for emergency services?
    5. What tools and methods are used to achieve high levels of success in performance management systems for emergency services?
    6. How are performance management systems for emergency services measured?
    7. What do business leaders say about performance management systems for emergency services?
    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.

  4. Is Good, Good Enough for You? Taking the Next Step After ISO 9001:2015

    February 14, 2019 by BPIR.com Limited


    Originally posted on Blogrige by Harry Hertz

    Winter 2018-2019
    A recent report entitled Risk-Based Thinking: Creating Opportunities from Strategic Insights by Nicole Radziwill includes references to both the Baldrige Excellence Framework and ISO 9001:2015. The report describes the role of risk-based thinking in ISO 9001:2015. Since risk is based on the systems being impacted, the report recommends starting with an organizational profile, called the organizational context in ISO 9001:2015. In the Baldrige Excellence Framework, the Organizational Profile is “category 0” of the Criteria for Performance Excellence and sets the background (quite literally, as you can see in the framework diagram below) against which all other Baldrige Criteria questions are answered.


    Reading the report by Radziwill reminded me that beyond the organizational context, there have been other significant changes in ISO 9001 over time that have increased the “kinship” between ISO 9001 as a conformity assessment model and the Baldrige Criteria as a performance excellence framework.

    Below I will describe the similarities and the differences between ISO 9001:2015 and the Baldrige Criteria, and I will conclude with the elements unique to the Baldrige Excellence Framework that are not part of conformity assessment in ISO 9001. I will address the first two topics in the order they are presented in ISO 9001:2015. While my analysis is not exhaustive, I hope it will give you a good sense of the compatibility of the two documents and why your organization, having achieved ISO 9001:2015 certification, will benefit from striving for performance excellence using the Baldrige framework.

    The Similarities Between ISO 9001:2015 and Baldrige
    Both ISO 9001 (as stated in the introduction to the ISO 9001 standard) and Baldrige are focused on the delivery of quality products and services that are acceptable to customers and that meet legal and regulatory requirements. Both documents require a process approach to address their content. Both approaches use quality management principles, stated in the ISO 9001:2015 standard as follows: customer focus (category 3 in Baldrige); leadership (category 1 in Baldrige); engagement of people (category 5 in Baldrige);  process approach (category 6 in Baldrige); improvement (Scoring Guidelines and elsewhere in the Baldrige Criteria); evidence-based decision making (category 4 in Baldrige); and relationship management (the Organizational Profile, as well as categories 1, 3, and 5 in Baldrige).

    Both approaches have a commitment to results (see Figure 2 in the ISO 9001 standard and category 7 in the Baldrige Criteria). Both approaches use risk-based thinking to improve results and prevent negative effects.

    Clauses 1 through 3 of ISO 9001:2015 provide introductory information and a reference to definitions given in ISO 9000:2015. The Baldrige framework provides similar introductory information and its own Glossary of Key Terms.

    Clause 4—and 4.1 of ISO 9001, in particular—is about understanding the context of the organization, including both internal and external issues that are relevant to its current state and strategic direction. The Baldrige Organizational Profile consists of a description of organizational characteristics and the organization’s strategic situation. Clause 4.2 of ISO 9001 requires the identification of interested parties and their requirements. The Baldrige Organizational Profile asks about the requirements and expectations of customers and other key stakeholders, suppliers, partners, and collaborators. Clause 4.4 of ISO 9001 addresses management of organizational processes and use of measurements and performance indicators to control processes. Category 6 of the Baldrige Criteria addresses work processes and operational effectiveness. Item 4.1 (within category 4) of Baldrige addresses measurement, analysis, and improvement of organizational performance.

    Clause 5.1 of ISO 9001 is Leadership and Commitment. It addresses the leadership’s role with respect to the quality management system and requires compatibility with the organizational context and strategic direction. It includes a responsibility for “engaging, directing and supporting” the people of the organization.The Baldrige Criteria’s category 1 addresses the role of leaders, including senior leaders’ roles in creating “an environment for success now and in the future” and communicating with and engaging the entire workforce.

    Clause 5.1.2 of ISO 9001 requires leadership commitment to a customer focus and enhancing customer satisfaction. Item 1.1 (within category 1) of Baldrige asks how senior leaders communicate with and engage key customers. Category 3 addresses listening to the customer and engaging with customers.

    Clause 6 of ISO 9001 relates to quality management system planning. Strategy, which is category 2 of the Baldrige Criteria, relates to all aspects of organizational planning.

    Clause 7.1 of ISO 9001 is Resources. It instructs organizations to consider what they obtain from external providers, how they provide the people necessary for effective organizational process performance, and how they provide and maintain a suitable infrastructure, the human and physical environment. 7.1.6, Organizational Knowledge, requires that organizational knowledge be maintained and be made available. Those Clause 7.1 topics are covered in Baldrige categories 5 and 6, Workforce and Operations, respectively. Organizational knowledge is covered in Baldrige item 4.2, Information and Knowledge Management (within category 4).

    Clause 7.2 of ISO 9001 is Competence. It requires the organization to maintain a workforce that is competent to carry out the work of the organization. Baldrige addresses this topic in item 5.1, Workforce Environment (within category 5), asking about workforce capability and capacity. Having capability and capacity ensures that the workforce is competent to carry out the work of the organization and that there are sufficient staff members available.

    Clause 8 of ISO 9001 is Operations and has significant overlap with Baldrige category 6, also entitled Operations.

    In Clause 8.2.1, ISO addresses Customer Communication. Baldrige addresses this in the overall focus on customers, which is the subject of category 3.

    Clause 9 of ISO 9001 is Performance Evaluation. It requires evaluation of operational performance and customer satisfaction. It also has a specific clause, 9.3, on management review of the quality management system. Baldrige Criteria item 4.1b is Performance Analysis and Review (within category 4). Baldrige has a separate area to address, 3.2b, on Determination of Customer Satisfaction and Engagement (within category 3). In Baldrige Criteria item 1.1, Senior Leadership (within category 1), there is a responsibility to create a focus on action based on identifying needed actions to improve organizational performance. Leaders must demonstrate personal accountability for those actions.

    Clause 10 of ISO 9001, Improvement, addresses nonconformity, corrective action, and continual improvement. It states that improvement can include innovation. The Baldrige Criteria ask specifically about product and process improvement in 6.1b(3). Within category 4, 4.1c focuses on future performance, looking at use of performance review findings as a source of continuous improvement and opportunities for innovation. The Baldrige Scoring System is a rubric for organizational maturity in performance improvement.


    The Differences Between ISO 9001:2015 and Baldrige
    Now let’s focus on some key differences between ISO 9001:2015 and the Baldrige Criteria that can move an organization from conformity to striving for excellence. To begin, it is important to remember that the two documents are written with significantly different purposes in mind.

    ISO 9001: 2015 is a standard for “consistently providing products and services that meet customer and applicable statutory and regulatory requirements, facilitating opportunities to enhance customer satisfaction,” and “addressing risks and opportunities.” This is all done in the context of delivering a product or service in conformance with quality management system requirements.

    In contrast, the Baldrige Excellence Framework is designed to help all organizations improve and get ever-improving results. The Baldrige framework helps any organization answer three questions:

    • Is your organization doing as well as it could?
    • How do you know?
    • What and how should your organization improve or change?

    The end goal is organizational excellence, which is recognized in the United States by a Presidential Award (the Malcolm Baldrige National Quality Award) that designates the organization as a role model for the nation (and beyond).

    While the purposes of ISO 9001 and Baldrige are different, it is particularly valuable that the two approaches to organizational performance are so compatible, allowing a smooth transition from conformity assessment and certification to overall organizational performance assessment and a continuing journey to performance excellence.

    Focus on Transition from Conformance to Excellence
    Now let’s focus on aspects of the Baldrige Criteria that move an organization from requirements that address conformity to questions that address the journey toward excellence. I will address each of the clauses of ISO 9001:2015 in the order covered above, starting with some additional comments relative to the introductory material in both documents (the Introduction and Clauses 1—3 of ISO 9001:2015).

    A Focus on INNOVATION
    ISO 9001:2015 requires corrective actions and continual improvement to “consistently meet requirements and address future needs and expectations.” It states that future needs might require breakthrough change and innovation. Baldrige adds a specific focus on innovation, at numerous places in the Criteria. The multiple references emphasize the systems perspective for organizational performance innovation. Item 1.1 (within category 1) asks how senior leaders create an environment for innovation and intelligent risk taking (more on risk in the next section). Within category 6, 6.1d asks about work processes for innovation management, specifically how you pursue opportunities for innovation. The Baldrige Scoring Guidelines (the scoring rubric for a Baldrige assessment) specifically reference organizational learning through innovation in the highest scoring ranges.

    ISO 9001 promotes a process approach “to enhance customer satisfaction by meeting customer requirements.” While Baldrige asks questions about customer satisfaction and dissatisfaction, it is focused on customer engagement for the long term, to build a relationship with the customer, exceed customers’ expectations, and increase their engagement with your organization over time (category 3).

    Clause 4 of ISO 9001 and the Organizational Profile of the Baldrige Criteria both look at organizational context. Baldrige specifically asks about the organization’s mission, vision, and values, as well as the organization’s core competencies (not just those required of individual staff members). These concepts are strategic and form the basis, together with articulated strategic advantages and strategic challenges, for overall organizational strategic planning. Baldrige also asks about changes affecting your competitive position and how these changes might create opportunities for innovation and collaboration.

    Clause 5.1 of ISO 9001 is about organizational leadership. The Baldrige Criteria item 1.1, Senior Leadership, adds the senior leaders’ role in setting and deploying the organization’s vision and values throughout the organization and to key stakeholders. These values are critical guides for norms of behavior and setting organizational culture. Senior leaders are also questioned about their roles in organizational and employee personal learning and leadership succession planning, including development of future organizational leaders. Thus, in the Baldrige Criteria, senior leaders are responsible not only for guiding the organization today, but for creating the environment for success in the future.

    Clause 6 of ISO 9001 addresses Quality Objectives and Planning to Achieve Them. The Baldrige Criteria category 2, Strategy, addresses strategy broadly. Quality planning can be delegated to a quality function in the organization. Strategic planning starts with the senior leadership and cascades throughout the organization, including the quality planning function. Category 2 asks about the specifics of the strategy development process, your key strategic objectives, how your strategy development process stimulates innovation, and also about your work systems and core competencies. Work systems are a key strategic concept.

    In determining your work systems and related core competencies, the organization is deciding what will be accomplished with your workforce, using competencies core to the organization’s success; and what will be accomplished through suppliers, partners, and collaborators. This decision involves important considerations related to protecting intellectual property and brand, as well as the actual footprint of your operations. The Baldrige Criteria also ask about your translation of strategic objectives into action plans and workforce plans and measures to track progress on action plans. Additionally, Baldrige asks about your process for being agile, should conditions warrant a rapid change in plans.

    A Focus on the WORKFORCE
    As Clause 7.1 of ISO 9001 indicates there are numerous aspects to resources. People aspects are treated in 7.1.2 and 7.1.4. People and Environment for the Operation of Processes, respectively. Category 5 in the Baldrige Criteria, Workforce, views people as both a valuable resource and as the internal customers of the organization, recognizing that an engaged workforce leads to a more successful organization. Given this understanding, Baldrige asks about drivers of workforce engagement and how your organization supports its workforce through benefits, compensation, reward, and recognition. Baldrige also asks about how you accomplish workforce development, learning, and career progression, as well as how you ensure workplace health, safety, and accessibility.

    Clause 7.1.6 of ISO 9001 is about capturing organizational knowledge for the purpose of “operation of its processes and to achieve conformity of products and services.” Within category 4, the Baldrige Criteria item 4.2 is Information and Knowledge Management. It additionally asks about blending and correlating data from different sources to build new knowledge. It asks about mining and sharing best practices throughout the organization, and it asks how you embed learning in the way your organization operates.

    Clause 8.2.1 of ISO 9001 is Customer Communication. Within the Baldrige Criteria category 3, 3.1a, Customer Listening, asks how your organization listens to potential customers to obtain actionable information. Also within category 3, Baldrige asks at 3.2b, Determination of Customer Satisfaction and Engagement, how you determine your customers’ satisfaction with your organization relative to competitors and other organizations.

    Clause 9 of ISO 9001 is Performance Evaluation, covering all aspects of the quality management system. Within category 4, item 4.1 in the Baldrige Criteria is Measurement, Analysis, and Improvement of Organizational Performance. The Baldrige focus is on all aspects of organizational performance, including the quality system. Baldrige also asks how you use comparative data to support decision making. It asks how you assess organizational success, competitive performance, financial health, and progress on achieving your strategic objectives and action plans.

    Clause 10 of ISO 9001 is Improvement. The Baldrige Scoring System allows assessment of organizational performance maturity on a 1,000-point scale There are separate rubrics for Baldrige assessment of process and results. Process is assessed on organizational improvements in approach (the method used to carry out a process), deployment (the extent to which your organization applies the approach), learning (the refinement of your approach through cycles of improvement and through innovation), and integration (the extent of harmonization of your approach, plans, results, and analyses across processes and work units). Results are assessed on organizational improvement in the dimensions of levels (current performance), trends (rate of performance improvement), comparisons (performance relative to other appropriate organizations), and integration.

    Elements Unique to Baldrige
    Numerous areas associated with overall organizational excellence that are not part of product and process conformity are, nonetheless, critical to overall organizational performance and to achieving performance excellence. Following is a brief description of each of these areas covered in the Baldrige Excellence Framework:

    • Ethics: How your organization and its leaders demonstrate and monitor ethical performance and ensure transparency in operations.
    • Governance: How your organization achieves responsible governance through oversight of senior leaders’ performance and operations.
    • Societal Contributions: Beyond legal compliance, how your organization supports and strengthens communities served.
    • Security and Cybersecurity: How your organization ensures the security and cybersecurity of sensitive or privileged data and information.
    • Risk: Since organizations can no longer avoid risk, risk management has been significantly incorporated into ISO 9001:2015. Risk is also addressed by the Baldrige Criteria, from the perspective of taking intelligent risks. Intelligent risks are seen as opportunities for which the potential gain outweighs the potential harm or loss to your organization’s future success if you do not explore them. Risk is frequently viewed from only the harm perspective, but Baldrige also sees intelligent risk as arising from opportunities for innovation.
      Results: In addition to your organization’s performance results in the areas of product and process performance and customers (as needed to demonstrate conformity for ISO 9001:2015), Baldrige assesses workforce results, leadership and governance results, and financial and market results.

    I have not shared all the commonalities of or differences between ISO 9001:2015 and the Baldrige Excellence Framework. Instead, I have tried to show the organizational possibilities of building on conformity assessment to establish a holistic approach for achieving excellence in every dimension of organizational performance today, with a look to the strategic imperatives and opportunities for the future. Baldrige helps an organization take this journey with a focus on process (55% of the scoring rubric) and results (45% of the rubric), recognizing that great processes are only valuable if they yield the complete set of results that lead to organizational sustainability.

    I encourage organizations that have not gone beyond conformity to take the next step in securing your future. Start with downloading the free Baldrige Excellence Builder, an abbreviated version of the Baldrige Criteria for Performance Excellence. I hope that your organization, like many others, will look back in future years wondering why you didn’t start the journey to excellence earlier!

  5. James Harrington’s Latest Book Series on Innovation Now Available at Taylor & Francis

    February 1, 2019 by BPIR.com Limited
    James Harrington’s latest books on innovation are now available at taylorandfrancis.com. The latest series from Harrington covers a range of current topics of debate in the area of innovation management for performance improvement. Acquiring and utilizing knowledge is the key for being innovative. However, many organisations that are enthusiastic to become excellent do not really know how to initiate their journey of innovation towards becoming excellent. The latest book series from James Harrington is a fantastic point of reference. The books provide guidelines and frameworks for innovation and process improvement. 20% discount is available on these books on placing order for copies on http://pages.email.taylorandfrancis.com/review-copy-request.


    James Harrington is a prolific author having published hundreds of technical reports and magazine articles in addition to having authored 50 books. He is regarded as the father of Business Process Improvement methodology. The publications of Harrington are considered highly respectable and credible a living proof of which is that his books and reports are used by quality management consultants around the world. Harrington is serving as Chief Executive Officer for the Harrington Management Systems that has branches around the world. In addition to that, he is adding value to a number of other associations around the world: –

    • President of the Walter L. Hurd Foundation
    • Honorary Advisor for Quality for China
    • Chairman of the Centre for Organizational Excellence Research (COER)
    • President and Chairman of the American Society for Quality
    • President and Chairman of the International Association for Quality
    • He serves on the Board of Directors for a number of small to medium size companies


    The book “Creativity, Innovation, and Entrepreneurship – The Only Way to Renew Your Organization” describes the ways through which creative solutions may be harnessed from within the members of an organisation. Harrington argues that creativity gets compromised with time as organisational members are trained and cultured. However, the difficult task of fostering a culture of innovation in any organisation may still be achieved as described in this book.


    The second book in the series titled “Innovative Change Management (ICM) – Preparing Your Organization for the New Innovative Culture” is a guide to homogenous improvements in performance and culture. The book serves as a step-by-step guide for how to tie together project change management, cultural change management and project management concepts with innovation change management to create an effective and innovative organisation. This book is ideal for practically managing change in complex processes like process redesign and supply chain through integration of change management in strategic plans of the organisation.


    The third book in the series titled “Project Management for Performance Improvement Teams” is a guide for applied team performance enhancement. The book addresses the performance improvement teams and their project managers. Efficiency is the key for modern day teams in terms of both shrinking budgets and deadlines, this book guides project managers and performance enhancement teams to adopt a proven performance enhancement framework in order to complete projects successfully.


    The fourth book of the series “The Framework for Innovation – A Guide to the Body of Innovation Knowledge” focuses on compiling the body of knowledge on the subject of innovation and innovative practices for product strategy, marketing, R&D, development, and commercialization functions. This book is particularly useful for the top level management as it discusses the strategic use of innovation thus developing systematic corporate innovation. The book relates with the practices of organisations through examples and illustrations of innovation and measurement tools, techniques and metric.


    To avail the 20% discount on these books, order your copies from the Taylor & Francis website only at http://pages.email.taylorandfrancis.com/review-copy-request.