1. 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.


  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.

    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


  3. 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

     


  4. BPIR.com Newsletter: August 2019

    August 31, 2019 by BPIR.com Limited

     














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    Best Practice Report: Leadership: Legal and Ethical Behaviour

    This is our second Best Practice Report of the Business Excellence Series consisting of more than 30 reports. Each report focuses on a criteria item of internationally recognised Business Excellence Models. Together all the reports will provide a blueprint of how to become a world-class organisation. The second report of six on leadership provides best practices on “Legal and Ethical Behaviour”.

    There are two types of compliance when it comes to behaviour within an organisation: legal and ethical. Legal compliance is about following the law, rules, and regulations, while ethics means doing what is right and behaving with integrity. It is important to note that you can be legally compliant and yet unethical.















































































    Featured Events





















































    Latest News

    • Why You Should Add “Learnability Quotient” to Talent Assessments….read more
    • AARP’s CEO Talks about Leadership (and the Value of Baldrige)….read more
    • South African Quality Institutes latest news….read more
    • 2019 Baldrige Case Study Features Nonprofit Organization….read more
    • Not Yet Using the Baldrige Excellence Framework? Five Ways Forward….read more
    • Book release: Be a Frontline H.E.R.O…..read more
    • Best Practices Identified Along the Way….read more
    • Spotlight on 2018 Baldrige Award Recipient Leaders:








































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    2nd Knowledge Sharing Summit of Dubai We Learn, a government-wide benchmarking initiative

    The Dubai Government Excellence Programme (DGEP), part of the General Secretariat of the Executive Council of Dubai, launched the 3rd cycle of the initiative in February 2019. This initiative is in cooperation with the Centre of Organisational Excellence Research (COER)?, New Zealand. The initiative aims to empower a culture of institutional learning and the transfer and exchange of knowledge within the government sector.

    ?
    The 2nd Knowledge Sharing Summit of Dubai We Learn was held on 31 July 2019, 11 projects teams gave a 10 minute presentation to share their project progress. Discussions then followed between the teams on how they could assist each other.

    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 Oct 2019)?.














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    Leadership System prepares a new generation of leaders

    The Leadership System at Alamo Colleges District (ACD), a network of five US community colleges and Baldrige Award winner, was seen as a cycle of establishing goals, building trust, working toward a cause, and preparing a new generation. As part of this philosophy of education, ACD embraced the mantra “we have a leader in every seat” in regard to students, while also providing a leader in every classroom and office through high-performing faculty and staff members. Putting students first, practising principle-centred leadership, and achieving performance excellence were ACD’s three overarching priorities, defined as The Alamo Way. ACD lived the leadership cycle through its mission, vision, values and culture and sought to empower each and every one of its distinct communities, in line with the mission of “empowering our diverse communities for success.”.



































































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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.”
















































    Do you know that there are more than 200 Award Winner Reports available in BPIR.com? And increasing…






















    BPIR Tip of the Month – Award Winner Reports 









































    Award Winners Reports

    Imagine a website that provides a detailed list of major award winners along with the organisation’s name, award names, a summary report of the award application details, and contact details for the organisations involved. The Award Winner Reports offers all of the above-mentioned features, PLUS 100’s of video clips and presentation slides are also available for many of the award entries.

    The Award Winners Report is a great tool that can help you to find potential benchmarking partners, and to learn from the example of top performing organisations.









































































































  5. Building Highly Effective Teams

    by BPIR.com Limited
    This article has been provided by Dr. Omer Tigani, Organizational Excellence Specialists

    Introduction
    There is a commonly used saying that ‘people are the backbone of any organization’. However, it is suggested that human resources provide even more extensive support as they are at the heart of the entire management system, producing products and delivering services and enabling the organization to remain relevant and to survive in the marketplace. So how does an organization capitalize on this most important asset, build on the talent of their people and develop highly effective teams?

    Highly Effective Teams
    A team is a group of people working together to achieve a shared purpose and goal(s). Human resources of today’s organization tend to perform their day-to-day operations in teams. Those teams can be structured according to the organizational chart or can be unstructured and teams can be permanent or temporal. Table 1 describes different types of teams. The individuals in highly effective teams are committed to results, accountable and consistently deliver superior results and exceed expectations. The success of the team is paramount and supersedes the personal agenda of any one of the team members

    Tuckman Team Model
    In 1965, Bruce Wayne Tuckman (researcher, consultant and Professor Emeritus of Educational Psychology at Ohio University) proposed the four stages of group development (Forming, Storming, Norming, Performing) as necessary and inevitable stages or phases that should take place in sequence for any group of people or team to grow and achieve a desired outcome. In 1977, Tuckman added the fifth stage Adjourning (Figure 1).

    In light of the Tuckman Model stages, there is merit in discussing the dos, don’ts and the role of team leaders at each stage that contribute to highly effective teams in organizations.

    Stage 1: Forming
    Highly effective teams are formed from individuals who possess the suitable knowledge and experience necessary to achieve the desired outcomes of the team.

    In the Forming stage, the team’s purpose, mission, long-term goals and short-term objectives must be identified, well communicated and agreed upon by all team members. The team leader role in this instance is to communicate the team’s purpose, mission, long-term goals and short-term objectives to the team numerous times (7 times or more) to ensure that every individual on the team understands, has buy-in and will work with the rest of the team to achieve such. It follows that any related changes or updates that need to take place will be well communicated too.

    Having the work processes set and the roles and responsibilities of team members identified and agreed upon in the Forming stage are extremely important to help the team cooperate and work together to achieve a successful outcome. For highly effective teams, roles and responsibilities should be established fairly among the team individuals and in careful consideration to their background and experiences.

    In the Forming stage, the highly effective team drafts a Communication Agreement in which vertical and horizontal channels are identified. This Agreement sets the expectation for each team member such as: how feedback should be given, what to do when expectations are not met and how to respond to feedback, and so forth.

    The team leader plays an important role in setting the team rules and core values. Some commonly used core values may include:

    • Teamwork
    • Respect
    • Transparency
    • Honesty
    • Integrity
    • Professionalism
    • Continuous Learning
    • Continual Improvement
    • Excellence
    • Quality

    Stage 2: Storming
    In the Storming stage, it’s a newly formed team with individuals that have been recently brought together. These individuals have different backgrounds, experiences and personalities and each team member may join with his/her own understanding, priorities and agenda. Although the team’s direction may have been set in the Forming stage, there may be differences in perception when the team puts the plan into action. As a result, disputes and differences may arise and affect team performance.

    Effective communication is the key to overcoming these differences. The team leader must be a good role model for effective communication. This role is characterized by communicating clearly, being straightforward, providing constructive feedback and listening actively. As Tom Peter’s says “team leaders should not be 18-second managers”! Effective communication will play an important role in building trust among the team members and will pave the way for them to feel confident about peer intentions and alignment with the agreed upon direction.

    Managing conflicts will also be important at this stage. Conflict can be defined as ‘any tension, real or perceived, visible or hidden, clearly understood or not, between the important interests held by one or more people’. Team leaders must consider the breadth and depth of conflict when trying to manage it.
    For example:

    • Conflicts are inevitable and may occur at any time among the members regardless of their organizational levels and/or positions
    • Conflicts are not only about real, visible, clearly understood tensions. Team leaders should also be attentive to perceived, hidden, not clearly understood tensions and manage these conflicts as well. Much time and effort can be saved in managing conflict in the early stage when it is more simple and straightforward and has not had a chance to escalate
    • Conflicts may be caused by not satisfying human interests that are held by one or more individual(s) or group(s). Thus it is beneficial for team leaders to understand the origin of the conflict or the motivation of their team members. Remaining knowledgeable and curious about these motivations and having open discussions will provide a valuable learning experience for all parties. Such undertakings will pave the way for effective resolution of the conflict and for stronger and healthier relationships going forward
    • Team leaders must understand their role is not to resolve conflicts but to manage it so the team can perform well. This undertaking will help the team leader and members to focus on overcoming challenges and moving towards achieving the team’s agreed upon aim
    • Conflicts provide an opportunity (if effectively managed) to learn more about the team members and to strengthen relationships

    Stage 3: Norming
    Once conflicts are effectively managed in the Storming stage, the Norming stage has team members focus on setting norms and ensuring all work processes are in place and functioning well for the benefit of the team. The level of team cohesiveness at this stage is largely determined by the level of conformance to the acceptable behaviors and agreed upon norms.

    Most often, the Storming stage overlaps with the Norming stage. This overlap is due to the following:

    • It may be easier to agree on some matters (e.g. work processes, roles and responsibilities, team rules, communication agreement, goals, objectives, core values) than to implement such. To be successful with implementation, conflicts must be managed well
    • When new tasks are assigned to the team, some conflicts may appear again. If the conflict has been managed well in the past, these conflicts will be less intense and managed smoothly given the team building efforts that have strengthened relationships along with the growing understanding that team members have about one another

    Norms of behaviors for highly effective teams include:

    • Respect the points of view for each member (even if it differs from their own)
    • Challenge the idea rather than the person
    • Think positive and work towards the desired outcome
    • Speak openly and share information
    • Admit mistakes and consider these experiences a learning opportunity
    • Be constructive in giving and receiving feedback
    • Remain committed to your agreed upon roles and responsibilities and to the team’s purpose, mission, core values, goals and objectives

    Particularly important at the Norming stage is a principle common to the culture of high performing organizations – alignment. Alignment reflects the understanding that the “organization is a system of interrelated and interconnected work processes and that all activities need to aligned with the established direction” (Source: Organizational Excellence Framework, 2010). The leadership team establishes the strategic direction for the organization and reflects the direction in corporate statements (e.g. vision, mission, core values) and plans that have goals and objectives. Every effort should be made to cascade these statements and plans throughout the organizations so that all undertakings serve a common aim and resources are used wisely.

    Stage 4: Performing
    Teams that reach the Performing stage are mature – work processes, roles and responsibilities, team rules and the communication agreement have been well established and tested. The focus of the team at this stage is on managing performance, evaluating performance and achieving the team goals. Although conflicts may still arise, these conflicts continue to be managed well given the relationships that have been developed and strengthened over time and the norms of behaviors that have been established.

    At this stage, the Effort Grid (Figure 2) illustrates how the effort and talent of each team member will contribute to the strength of the overall team. To realize and maintain high team performance, it is recommended that team leaders:

    • Focus on members that demonstrate good talent and good effort (Golden Eagles). Related behavior includes listening, providing constructive feedback, assigning new tasks and challenges, inspiring, encouraging and so on. In other words, recognizing these members for the value they bring to the organization
    • Invest in training team members that demonstrate poor talent and good effort (Effort Eagles). Improve the talent of this group by training and coaching. Emphasize coaching as a better way to realize desired outcomes over coaxing (persuasion or intimidation) as coaching positively reinforces the team member’s effort to improve performance
    • Spend minimal time on team members with good talent and poor effort (Talent Traps) as motivation is difficult to train. Hopefully by witnessing the positive reinforcement available to those making a good effort, these team members will be encouraged to follow suit
    • Do not spend time on team members with poor talent and poor effort (Miracle Traps). Instead encourage these people to find employment elsewhere. Otherwise such team members will provide a drag on the organization and negatively influence other team members

    For the team leader, using the foregoing approach will clearly reinforce the talent and effort that are desired and required from team member and that will be rewarded.

    A practice common to high performing organizations is to share leadership with employees (Source: Practice 2.12, Organizational Excellence Framework, 2010). This practice helps team members learn about the leadership role (e.g. chair a meeting), enables them to have a new experience (e.g. lead an improvement initiative) and builds their commitment as they accept responsibility and accountability and feel a sense of ownership over the task at hand. This practice is beneficial for the organization too as it helps to develop the leadership skills of and showcases different leadership styles to team members.

    Stage 5: Adjourning
    In the Adjourning stage most of the team goals have been achieved and the focus at this stage is a gentle wrap-up. For the benefit of a learning organization, the Adjourning stage focuses on knowledge transfer for the current and future teams that will perform a similar function. Knowledge transfer should include documenting and sharing the:

    • Team’s purpose, mission, core values, long-term goals and short-term objectives
    • Work processes
    • Roles and responsibilities for the team members
    • Team rules
    • Communication agreement
    • Lessons Learnt
    • Surveys or studies reporting results or outcomes, including benchmarking of best practices

    Conclusion
    Tuckman presented a powerful model that every team leader should be familiar with prior to leading a team. Leaders of highly effective teams should plan ahead and prepare for each stage of the Tuckman Team Model. In doing so, team leaders who understand the typical stages of team development will be agile and able to respond efficiently and effectively to most scenarios that arise during the life cycle of a team project. This preparation will help the team to perform well and to achieve its mission, goals and objectives at the desired level of quality, at a lower cost and within the set timeframe.


    About the Author:
    Dr. Omer Tigani is a quality management and organizational excellence consultant and expert with more than 18 years of experience blended with academic and professional qualifications in the field from Canada, United States, United Kingdom, Belgium and Switzerland.
    Utilizing various quality approaches (ISO standards, excellence models) and quality tools (six sigma), he has led organizations to design and establish robust management systems and to build organizational capabilities that enable the achievement of continually improving and sustainable performance.
    Dr. Omer has presented at conferences in the United States, Qatar and Sudan and has published peer-reviewed articles in international magazines with ASQ (Quality Progress, Journal for Quality and Participation). He is a licensed professional with Organizational Excellence Specialists and located in Canada.
    LinkedIn https://www.linkedin.com/in/dr-omer-tigani-86125b1b/