1. BPIR.com Newsletter: June 2020

    June 1, 2020 by BPIR.com Limited














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    Best Practice Report: Leadership: Corporate Social Responsibility (CSR)

    Corporate social responsibility (CSR) is when an organisation takes responsibility for the impact of its decisions and operations on society and the environment. It is when an organisation achieves a balance between economic, environmental and social imperatives, and the expectations of stakeholders for the long term.















































































    Featured Events





















































    Latest News

    • How the Baldrige Framework Helps a Small Business Excel…. read more
    • Learning from Role Models: Category 5: Workforce…. read more
    • Insights from Baldrige Award Winning University’s New Chancellor…. read more
    • Economic Impacts of Baldrige Excellence in Every State…. read more
    • Does Everyone Know What Your Mission Means (Expects)?…. read more
    • Infographics: Tips for Promoting Employee Well-Being & Mental Health in the Workplace…. read more





















































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    All new BPIR.com website


    The work on a new BPIR.com website is progressing as planned, the new website will offer a unique user experience. A clean, modern design, easy navigation, and helpful tools and resources to be utilized. Through the new website and future growth of content, BPIR.com strives as an industry leader to deliver best practices resources.

    Some the features in the new website:

    – Better search facility based on business excellence model criteria used around the world
    – More content throughout all the databases and faster future updates
    – Better compatibility with different devices such as tablets and mobile phones

    The new website will be ready for testing by selected partners and members by September. Sign up as a beta tester and get a special discount for the membership.

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    Voice of the customer (VOC) programme provides valuable feedback loop


    Using the Baldrige Criteria as the guide, the AARP, US-based interest group for the elderly, implemented a Voice of the Customer (VOC) programme as a customer feedback loop for all programmes and for volunteers that served in the programmes. The VOC feedback provided AARP with actionable information feedback that enabled AARP to take in what people are saying about AARP on social media, on blogs or other media sources, via the call centre, in email, or even in person at AARP’s many local events and then to analyse that information on a daily basis. Using a real-time customer-sentiment analysis tool, AARP took care of requests, anticipated challenges, and improved service to people.



































































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    A Cybersecurity Framework Success Story

    The article describes the University of Kansas Medical Centre’s (UKMC) implementation of The Framework for Improving Critical Infrastructure Cybersecurity. The Framework is a voluntary framework developed through a collaborative process by industry, academia, and government stakeholders. The Framework enables organisations – regardless of size, degree of cybersecurity risk, or cybersecurity sophistication – to apply the principles and best practices of risk management to improving security and resilience. In the process The Baldrige Cybersecurity Excellence Builder (BCEB) effectively complemented the use of the NIST Cybersecurity Framework (CSF).















































    Do you know that there are more than 1300 performance measures available in BPIR.com? And increasing…






















    BPIR Tip of the Month – Searching performance measures









































    Business Excellence Models

    Use BPIR.com to help you to select measures to assess your organisation’s performance. There are around 1200 to choose from, with description and formulae for each measure. Commentaries are also provided for the most commonly used measures. These explain why the measure is important and how to use it.








































































































     


  2. BPIR.com Newsletter: March 2020

    March 3, 2020 by BPIR.com Limited

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    Best Practice Report: Strategy: Strategic Planning Process

    Strategic planning is a systemic process through which an organisation assesses where it is at the present time, communicates where it wants to be in the future (through its mission and vision), and makes the necessary decisions to reach its goals. The process includes making sure that monitoring, control and improvement mechanisms are in place, which help to ensure the smooth implementation of the plan and mitigate any interruptions.

     

    Featured Events

     

    Latest News

    • How Innovation Management Can Lead to Game-Changing Ideas….  read more
    • Conclusion Of Dubai We Learn – Excellence Makers 3rd Cycle: Expert Opinions & Key Learnings….  read more
    • Make the Baldrige Framework "How You Work": Lessons from Adventist Health Castle…. read more
    • Call for Paper:4th International Conference on Quality Engineering and Management (ICQEM)…. read more

     

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    Achieving strategic agility through a strategic planning portfolio process


    This stimulating article explores lessons from Switzerland based packaging and processing company Tetra Pak on how to develop real-world strategic agility by moving to a continuous decision-making process. Tetra Pak successfully challenged the notion that strategic planning is solely driven by the line organisations where typically operational planning follows strategic planning. Instead, it emphasized that the implementation of strategic initiatives at a cross-functional level as another means of building capabilities. This form of strategic planning occurred through the portfolio approach of strategic initiatives across units. The author provides tips on the direction towards which multinational corporations should strive, if they want to develop real-world strategic agility.

     

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    Hospital’s Visual Management concept targets zero harm

    In its journey to excellence, Duke Raleigh Hospital, a US hospital, acknowledged that a single harm to any patient or team member was one too many and set a target of ensuring zero patients or team members suffered harm while receiving or providing care. To engage staff Duke used visual management and asked every unit to huddle every day to review the six priority harms to understand every time that zero was no achieved to identify what happened and what could be done differently. Target-zero boards were designed and put up on every inpatient unit visible to patients and staff. Unit staff huddled and measured every week the number of harms to patients or staff. Duke was visibly able to show and talk about each harm every time every time the goal of zero was not achieved. The teams on the floor not only knew about a patient or an employee who was harmed but they knew their story. They knew their name. That made it real and motivated them to think “how do I get to zero next time?”.

    Do you know that in BPIR.com users can search BPIR databases through keywords search?

    BPIR Tip of the Month – Business Excellence Models

    Business Excellence Models

    This page offers a simple and alternative method of searching any of the main BPIR databases via key word(s) without having to go to the specific database pages.

     

                               


  3. BPIR.com Newsletter: February 2020

    February 2, 2020 by BPIR.com Limited

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    Best Practice Report: Leadership: Governance

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

     

    Featured Events

     

    Latest News

    • Three Critical “Future of Work” Forecasts for the 2020s….  read more
    • It Is 2020. Is Your CEO Thinking about Perpetual Reinvention?….  read more
    • Listing and analysis of Business Excellence journal papers from 1990 to today…. read more
    • TRADE Benchmarking Stars Announced at the Grand Finale of Dubai We Learn – Excellence Makers 3rd Cycle, 2019…. read more

     

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    Competency-based education speeds up learning


    This paper addresses a critical aspect of the Fourth Industrial Revolution: understanding the skills of the future and how new models of learning must be embraced to address the challenges exposed with existing systems of learning. One method of flexible programme design discussed is competency-based education (CBE), an effective method to allow individuals with a base layer of knowledge to rapidly proceed through a programme where they have relevant skills and spend more time learning those skills they do not have. The Sinclair Community College in the US transitioned some of its Computer Information Systems programmes into a CBE model which allowed individuals who had IT skills to move quickly through the programme. In the first three years, Sinclair reported that CBE students completed degree programmes in an average of just four terms, 35% faster than non-CBE students. In addition, graduation rates for CBE students were double that of non-CBE students over the three-year period of Sinclair’s first CBE program offerings.

     

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    Business Excellence model delivers for an orchestra

    From its creation from the bankruptcy of its predecessor in 2011, the New Mexico Philharmonic Orchestra (MNPhil), a classical music organisation in the US, adopted the Baldrige criteria, focussed on performance management and sustainability, and thrived. For six years, the orchestra tracked and trended data, with about 40% benchmarked against external sources. One of the significant ways that NMPhil used the Baldrige Criteria was to measure stakeholder satisfaction across six segments. The organization attained 97% stakeholder satisfaction as measured by the number of 4s and 5s on a 5-point scale. The orchestra received similar ratings, at around 97%, for how the audience judged its artistic excellence. Consequently the orchestra developed a stable financial base. NMPhil was awarded a New Mexico Roadrunner Award [the second highest honour from Quality New Mexico, a Baldrige-based member of the Alliance for Performance Excellence) in 2017.

    Do you know that in BPIR.com users can navigate the databases through four business excellence models?

    BPIR Tip of the Month – Business Excellence Models

    Business Excellence Models

    This area of the web-site allows users to navigate the databases through a choice of business excellence models (Malcolm Baldrige Model, EFQM Excellence Model, Singapore Quality Award Model, Canadian Framework for Business Excellence, and an overview generic model). Navigation via the models can be used to look at specific categories that correspond to areas within their organisation that have been identified as in need of improvement, or to specific areas of personal interest. Using the model categories to navigate will quickly and effectively lead the user to the information we have researched so far in relation to the areas in question

     


  4. BPIR.com Newsletter: October 2019

    October 15, 2019 by BPIR.com Limited

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    Book Launch – Celebrating 11 Benchmarking Success Stories from the 2nd Cycle of Dubai We Learn


    Continuing with its legacy of fostering excellence and imbibing a culture of organisational learning within the Government of Dubai, the Dubai Government Excellence Program (DGEP) in co-operation with the Center for Organizational Excellence Research (COER), New Zealand completed the 2nd Cycle of the Dubai We Learn Excellence Makers Program in 2018. Back then, 11 Dubai Government entities embarked on a journey towards new horizons, which enabled them to be more resilient and agile in experimenting with and adopting efficacious strategies and best practices from around the world.

    Today, DGEP and COER are delighted to announce the release of their 2nd book together describing the 11 success stories and describing how each project team used the TRADE Benchmarking Methodology. The book is titled, “Achieving Performance Excellence Through Benchmarking and Organisational Learning”.

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    Featured Events

     

    Latest News

    • Dubai Police: Still flying the Seven Stars…. read more
    • Are You A Role Model Leader?…. read more
    • Dubai Health Authority: Still flying the Seven Stars…. read more
    • Dubai Government Human Resources (DGHR): Still flying the Seven Stars…. read more
    • Thirty Years of Evolution = Revolutionary Change…. read more

     

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    Employee Involvement at Baldrige award winner


    The strategic planning process at Stellar Solutions, a US based provider of aerospace solutions, was grounded in its vision; identified critical customer needs; was aligned with employees’ dream jobs; was highly integrated through other key processes including employee development and individual incentive planning; and driven by employees to keep them engaged in the future success of Stellar. Part of ensuring a long-term planning focus was a questionnaire about employees’ perception of the work environment and potential opportunities or challenges. Employees answered these questions and shared responses at strategic plan meetings. Key strategic plan elements were determined at the meetings and Ideas from the meetings become the draft strategic plan for each sector. In alignment with specific goals in the strategic plan, individual incentive plans were used to evaluate employees. Stellar was a 2017 Baldrige Award Recipient.

     

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    Leadership System at award winning organ procurement organisation

    Leaders at Donor Alliance (DA), a US non-profit organ procurement organisation, focussed on performance and action supported by a strong workforce culture that flowed from the Leadership System. The foundation of the Leadership System was DA’s Mission “Donor Alliance saves lives through organ and tissue donation and transplantation.” DA’s vision of maximizing all donation opportunities was supported by the values of integrity, leadership, excellence, accountability, and people first. DA’s Core competencies of mission-driven and relationships provided the atmosphere where mission, vision, values interconnected with the workforce, key customers, stakeholders, and partners. The strategic direction was set by senior leaders and the Board of Directors in collaboration with leadership, and workforce strategies were developed, aligned, and deployed with ongoing evaluation that drove continual improvement. DA was a 2018 Baldrige National Quality Award Recipient.

    Do you know that there are more than 85 best practice reports available in BPIR.com? And increasing…

    BPIR Tip of the Month – Best practice case studies

    Award Winners Reports

    Did you know that a free best practice report is published on the BPIR every month? To see how to access these reports watch this clip. Over 85 Best Practice Reports, provide case studies and innovative ideas that will help you stay up-to-date concerning the latest international business trends and practices.

     

                                 


  5. BPIR.com Newsletter: September 2019

    September 16, 2019 by BPIR.com Limited

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    Best Practice Report: Leadership: Building a Successful Organisation


    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.

    Additional elements include leadership and planning; adopting an appropriate structure; open communications; ethical decision making; good supervision; and, motivation. Although the list is not exhaustive, it provides a good overview of what it takes for an organisation to be successful.

     

    Featured Events

     

    Latest News

    • Truly want Organisational Excellence and Resilience, it’s not your Systems, it’s your People you need to focus on for Positivity…. read more
    • Global Study on Business Excellence…. read more
    • Dubai We Learn – Enabling Happiness…. read more
    • Building Highly Effective Teams…. read more
    • Dubai We Learn, 2019 – Dubai Heart Safe City…. read more
    • The Key to Maximizing Productivity When Working from Home May Be All in Your Space…. read more
    • The “New” Purpose of a Corporation…. read more

     

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    Excellence Without Borders – Report Released for Public Use


    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.

     

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    Servant Leadership at centre of organisational success


    Senior leaders at Memorial Hospital and Health Care Centre (MHHC in the US was a 2018 Baldrige Award Recipient, placed the attributes of a servant’s heart around the circle of its graphic depicting its Servant Leadership System: selflessness, forgiveness, honesty, commitment, patience, kindness, humility, and respect. Inside the circle were leadership goals and at the heart of the model were the mission, vision, core values, covenants, and core competencies, representing the building blocks of culture. MHHC results reflected success, and included Memorial Hospital’s results have helped propel it to national role-model status. Results include the following: Centres for Medicare and Medicaid Services (CMS) 5-star rating for overall quality of inpatient care since ratings began; National top-10%, net-positive, value-based-payment performance since 2017.

     

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    Leadership system at award winning business consultancy

    Integrated Project Management (IPM), a US Business consulting company and 2018 Baldrige Award recipient, credited its “Essential Leadership” system with accelerating its journey to excellence. The base of the 6 layered leadership system pyramid was IPMs fundamental values with in ascending order Mission; Vision; Long Range Goals; the Biennial Strategic Plan; and capped by the Annual Plan/Actions Plans. In a review of the components of this leadership system, IPM made the decision as part of its Baldrige journey to pull out its core values and highlight them, though these values had been incorporated in the company’s mission and vision for more than two decades. IPM began its Baldrige journey with its 2014-2015 business plan and the positioning of action plans (part of the annual business plan) at the top of the pyramid was because these actions were seen as bringing IPM’s journey to life.

    Do you know that there are more than 940 Expert Opinion available in BPIR.com And increasing…

    BPIR Tip of the Month – Finding Expert Opinion about improvement tools 

    Award Winners Reports

    What you can do here? This growing collection stems, partly, from our monthly request specific Research services and represents valuable learning on a broad and growing range of subjects all of which are relevant to the implementation of particular tools, techniques, or approaches to management or improvement.

    Articles and reports are hand-picked to help ensure that valuable insights and learning can be transferred.