1. BPIR.com Newsletter: Dec 2020

    December 3, 2020 by BPIR.com Limited






    Best Practice Report: Information & Knowledge Management: Artificial Intelligence

    Artificial Intelligence (AI) involves using machines (i.e., computers) to do things that traditionally require human intelligence. This means creating algorithms to classify, analyse, and draw predictions from data. It also involves acting on data, learning from new data, and improving over time. Common AI applications include speech recognition, natural language processing, machine vision (which is similar to voice recognition but enables a computer to see and interpret), and expert systems, i.e., a software application using a database of expert knowledge capable of offering advice to facilitate decision making.

    Featured Events

    Latest News

    • 12 Employee Engagement Statistics You Need to Know In 2020…. read more
    • Global Benchmarking Network 28th newsletter…. read more
    • Baldrige Award Winners 2020…. read more
    • Baldrige Framework Serves as Foundation of Inaugural Presidential Workforce Award…. read more
    • Listing and analysis of Business Excellence journal papers from 1990 to today – Update…. read more
    • Should Your Organization Have a Work from Home Pledge?…. read more
    • Research reveals that 56 countries have an active business excellence awards program…. read more
    • Why “Why” Is the Fundamental Question…. read more


    Calling all Business Excellence Award Winners and Applicants: 

    An Opportunity to Participate in Leading-Edge Research on Achieving & Sustaining Performance Excellence

    The Centre for Organisational Excellence Research (COER) is conducting a research on “Organisational Excellence Architecture”– the ingredients required to help organisations on the journey to business excellence. We are inviting Business Excellence Award Winners and Applicants to participate in this exciting research project and benefit from the research findings. If you are interested, please send an email to Atif Baig, Research Associate, COER, Massey University a.baig@massey.ac.nz


    Idea generation at award winning technology centre

    The best organisations do not cultivate ideas by accident. This proved true for Tri County Tech (TCT), a US public career technology and a 2018 Baldrige Award recipient, whose ideas came from empowering workforce members in a culture of continuous improvement, as well as involving them in innovation management. TCT has been named a Great Place to Work in the United States for four consecutive years.


    Customizing the Business Excellence Criteria for the construction industry

    When the concept of performance excellence was first introduced, it was widely perceived as prescriptive by the American Contractors Insurance Group (ACIG), a group-captive insurance company owned by the policyholders it insures. The executive team at ACIG were sceptical that performance excellence – and the Baldrige Criteria for Performance Excellence in which it was defined – could be meaningfully translated into construction-industry terminology. Then, a small group of employees began breaking down concepts from the Baldrige Criteria and turning them into questions related to construction, and a new, beneficial understanding emerged. Once the Baldrige Criteria‘s applicability to the construction industry was established , the benefits became apparent and ACIG began to see buy-in on the concepts of business improvement, sustainability, and succession planning of current and future leaders..

    Do you know that there are more than 1300
    Strategies, tools, and technique
    available in BPIR.com? And increasing…

    BPIR Tip of the Month – Strategies, tools, and technique

    Business Excellence Models

    Choose a strategy, tool, technique, or approach that will improve your organisation’s performance. There are more than 1312 to select from that can help in a multitude of ways, whether it’s decision making, leadership of teams, data analysis, employee motivation, measurement, managing people, product design, partnering, planning, training, communication change management, innovation, or aligning projects there’s likely to be something here to suit your needs.


  2. 12 Employee Engagement Statistics You Need To Know In 2020

    December 1, 2020 by BPIR.com Limited

    Originally posted on People Managing People by Ben Aston

    The fact that 2020 has been a challenging year for many workers worldwide because of Covid-19 is well recognized. For instance, Tamaryn Nelson, a researcher at Amnesty International, produced an article that uses the words nightmares, exhaustion, and burnout when describing the pandemic’s emotional toll. But what does this mean for employee engagement?

    To answer the questions, this article looks at employee engagement statistics that people managing people need to know in 2020. We believe that numbers don’t lie. From the statistics, managers can find ways of reacting to issues related to employee engagement.

    Before we look at the 12 employee engagement statistics we have gathered for this article, we will define employee engagement, provide some reasons why employee engagement matters, and then briefly look at some factors impacting employee engagement.

    What is Employee Engagement?
    For both the organization and the employees to meet their respective goals, there has to be a relationship. This relationship can be described and understood through a concept called employee engagement. The goal is to answer a fundamental question: What is an engaged employee?

    A comprehensive definition of employee engagement is provided by EngageForSuccess.com, a voluntary movement that promotes employee engagement. It describes employee engagement as “a workplace approach resulting in the right conditions for all members of an organization to give of their best each day, committed to their organization’s goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being.”

    Writing for Forbes.com, Kevin Kruse, the author of the book Great Leaders Have No Rules, advises that employee engagement is not the same as employee happiness. Kruse argues that an employee can be happy and still not be productive. He also says that employee engagement is not the same as employee satisfaction because an employee can be satisfied and still fail to go the extra mile.

    From the insights above, employee engagement can be defined as a situation where an employee is emotionally invested in their company. This means that the employee cares whether the company succeeds, will defend it when it is criticized and approaches their work with enthusiasm. This implies “the commitment your people have to the organization and its goals.

    How do you identify engagement in employees? Such an employee will perform beyond expectations. They exhibit high energy, work hard to maintain positive relationships with colleagues, and are happy to assist new employees in finding their feet. Engaged employees are willing to accept change, and offer solutions to challenges. They become the people that your company relies on.

    Why Employee Engagement Matters
    Employee engagement results in employees, who are more committed to their jobs, will do their best even when the manager is not watching, and are willing to go the extra mile. This is why Kruse proposes that “engaged employees lead to better business outcomes.”

    The positive results of high employee engagement are supported by results from several other studies and surveys done by reputable organizations, such as the Harvard Business Review and the American analytics and advisory company Gallup.

    The Harvard Business Review Analytic Services surveyed more than 500 business executives, and “71% of the respondents [ranked] employee engagement as very important to achieving overall business success.” This implies that businesses that have engaged employees are likely to have a competitive advantage. They are also more profitable.

    Gallup’s study concluded that “the behaviors of highly engaged business units result in 21% greater profitability.” The same study says that when employees are engaged, they are less likely to leave. It says that “highly engaged business units achieve 59% less turnover” in high turnover organizations and “24% less turnover” in low turnover organizations.

    Bamboohr.com, the provider of HR software for small and medium businesses, supports the view that engaged employees are more likely to stay in companies for longer and contribute to business success. It notes, “Employees who feel engaged are proven to not only be more productive and content in their job role, but they are also more loyal to the company and more driven to contribute to overall business success.”

    It is also more likely that when employees are emotionally invested in a company’s success, they will provide the best service to the customer, have improved morale, and take less days off from work. This results in better sales, higher profit, and happier shareholders.

    What Factors Impact Employee Engagement?
    The views and statistics above prove the role of employee engagement, but what factors should organizations, who are seeking to boost employee engagement, look at. We identify a few below:

    The Organization
    The culture of any organization affects how the employees interact with the organization. Thus an important question to ask about the organization is whether a culture of engagement exists. This involves looking at the policies regulating motivation, respect, and empowerment of employees.

    Also, the organization needs to ensure that employees are clear about the organization’s goals, and the role they can play to ensure that these objectives are met.

    The Manager
    Managers play a huge role in determining whether employees are committed to the organizations they work for or not. To have a positive role, managers need to exhibit the behaviors and skills that encourage employees to go the extra mile.

    If the manager is not fit for the job, it will be challenging to create robust relationships essential for highly-engaged teams. Managers, who ensure that employees know what is required from them and provide the resources required, are likely to have engaged employees.

    To encourage employee engagement, every organization needs to create processes that make the employee’s whole life cycle with the company as smooth as possible. For instance, employees are likely to be engaged when an organization has a seamless onboarding process.

    Employees are likely to be enthusiastic if there are processes for sharing information, making resources available, and learning and development. These processes should also be clear about what is needed to progress through the company’s ranks.

    Other important considerations include flexibility, particularly at this time of Covid-19. Apart from having initiatives for employee wellness, it is vital to ensure that talent is fairly compensated for their effort. People are likely to be less engaged if they believe that their organization is not recognizing their efforts.

    Employee Engagement Statistics
    It’s easy to make statements about employee engagement and how it is good for your organization, but what do the numbers say? We found 12 employee engagement statistics that we believe every manager should know in 2020:

    1. As low as 15% of Employees are Actively Engaged Globally
    In its State of the Global Workplace report, Gallup concludes that “85% of employees are not actively engaged or [are] actively disengaged at work.” What this implies is that only 15% of employees are actively engaged.

    Even though the Gallup report paints a grim picture, other organizations looking at engagement levels across the globe present higher rates of engagement. This could be due to the fact that some organizations see disengagement only as active disengagement.

    For instance, in 2019, the Trends in Global Employee Engagement report from Kincentric, a provider of employee engagement solutions, states that 66% of employees are engaged. However, Kincentric only collects data from its clients.

    2. Engagement Levels in the US Reached a Record High in 2019
    Gallup reports that since it started reporting employee engagement, the highest percentage of engaged employees it has recorded in the US is 35%, in 2019.

    Gallup attributes the rising levels of employee engagement in the US to an improved economy and employee benefits, even though these are not the primary drivers of employee engagement.

    3. Latin America has the Highest Levels of Engagement
    According to data collected by Kincentric from its clients from the second half of 2019 to the first quarter of 2020, the highest employee engagement levels are in Latin America, at 74%.

    4. Employee Engagement by Region
    For the rest of the world, the Middle East North Africa (MENA) region follows Latin America, at 72%. The Asia Pacific at 71%, North America at 72%, and Sub-Saharan Africa at 62%, follow.

    Of course, it is important to read these numbers with care because the factors that impact employee engagement may differ depending on the region’s conditions and culture. However, these numbers provide an idea of the general trends in different parts of the world.

    5. Europe has the Lowest Levels of Engagement
    The New York Stock Exchange-listed global professional services firm, Aon Plc. analyzed more than “five million employees at more than 1,000 organizations around the world” in 2017. This analysis showed that Europe had the lowest levels of engagement globally, at 60%.

    6. Rising Levels of Employee Engagement
    Generally, when looked at from a historical perspective, the analysis by Aon shows that the percentage of engaged employees has been on the rise; from 59% in 2011 to 65% in 2017. By March 2020, Kincentric reports engagement levels of 68%.

    7. Decreasing Levels of Actively Disengaged Employees
    Gallup describes actively disengaged employees as “those who have miserable work experiences and spread their unhappiness to their colleagues.” From data collected from a random sample of 4,700 employees in the US, Gallup recorded the lowest percentage of actively disengaged employees in 2019, at 13%.

    8. Top 3 Companies Leading in Employee Engagement
    Great Place to Work, a company that assists businesses in becoming great places to work, presented 2019’s top companies in terms of engagement. The following are the top 3:

    1. Hilton: Employees believe the company invests in them and encourages a spirit of entrepreneurship.
    2. Salesforce: According to the company’s employees, the firm backs up its talk with action.
    3. Wegmans Food Markets Inc.: Its employees praise it as the company where “employees can follow the American Dream” through the many developments and learning opportunities.

    9. Older Workers are More Engaged
    In a report entitled Effects of Country & Age on Work Engagement, Job Satisfaction & Organizational Commitment Among Employees in the United States, the Sloan Center on Aging & Work concludes that older individuals are more engaged.

    According to the Sloan report, “Among those aged 30-39 at the worksites in the United States, the average level of work engagement is lower compared to those aged 40-49 and those aged 50+.”

    10. Women Are More Engaged Than Men
    A study published in the IOSR Journal of Business and Management concludes that “gender diversity and employee engagement have a direct relationship.” The same study also concludes that women do not have the same opportunities as a man in many organizations.

    Notwithstanding the reality presented above, Gallup reports that women tend to be more engaged than men. The same report also notes that employees, led by women, tend to be more engaged than those led by men.

    11. Employee Engagement Boosts Results
    Companies with engaged employees show better results when compared to those that do not. Gallup compared business units with high engagement levels with those that don’t and came up with the following conclusions. Engaged employees:

    • Increase productivity by 17%
    • Increase customer ratings by 10%
    • Increase sales by 20%
    • Increase profitability by 21%
    • Reduce absenteeism by 41%

    12. The cost of disengaged employees
    The Human Resources news website, Hrdive.com, cites a collaborative study done by Sirota-Mercer, Deloitte, ROI, The Culture Works, and Consulting LLP involving 1,500 employees, concluding that “disengaged employees cost companies between $450 and $550 billion a year.” Writing for Forbes.com, Karlyn Borysenko suggests that a disengaged employee costs the company about 34% of their salary.

    Ben Aston
    Ben Aston is an online media entrepreneur and founder of Black + White Zebra, an indie media company on a mission to help people and organizations succeed.


  3. Global Benchmarking Network 28th newsletter

    by BPIR.com Limited


    The Global Benchmarking Network 28th newsletter is out download it from here. The newsletter includes the latest news from the GBN about members, events, projects and other activities, topics highlighted in this issue:

    • Research reveals that 56 Countries have an active Business Excellence Awards Program
    • Best Practice Report: Strategic Foresight and Future Shaping
    • Digital Transformation Assessment
    • Culture Committed to Excellence
    • Deployment of Best Management Practices
    • Performance Excellence: Unlock the Lockdown
    • Post Lockdown: How to survive?
    • Performance Excellence and Our Covid-19 Global Leadership Crisis

    About GBN: The Global Benchmarking Network (GBN) is an alliance of leading benchmarking centres worldwide who share a common vision and mission. Current Membership comprises 29 benchmarking centres which represent more than 30,000 businesses and government agencies.

    The GBN was founded in November 1994 by representatives from benchmarking centres in Germany, Italy, Sweden, the United Kingdom and the United States. The GBN is a non-profit organization. It has a Chairman, a Vice Chairman and a Secretary General. The GBN comprises benchmarking centres in the following countries: Australia, Canada, China, Germany, India, Iran, Ireland, Italy, Kazakhstan, Lithuania, Malaysia, Netherlands, New Zealand, Philippines, Sweden, Switzerland, UAE (Abu Dhabi, Dubai), UK and USA.

  4. Baldrige Award Winners 2020

    November 25, 2020 by BPIR.com Limited

    Originally posted on Blogrige

    5 Organizations Win U.S. Department of Commerce’s 2020 Baldrige Awards for Performance Excellence
    Winners include first three-time award recipient and first two-time recipient in nonprofit category.

    In a historic year for the Malcolm Baldrige National Quality Award — the nation’s only presidential award for organizational performance excellence — MESA, a family-owned U.S. small business, has become the first three-time recipient, and Elevations Credit Union has become the first two-time recipient in the nonprofit category.

    The U.S. Department of Commerce also announced three additional winners: the nonprofit AARP as well as GBMC HealthCare System and Wellstar Paulding Hospital, both of which have posted industry-leading performance in the health care field even in the face of the pandemic.

    “I congratulate these five U.S. organizations for committing themselves to performance standards that have demonstrable and independently verified positive effects on the American business community,” said Secretary of Commerce Wilbur Ross. “Applying the Baldrige Criteria yields practical value to an organization in cost savings, customer satisfaction and financial gain while also producing higher revenue, growth and efficiency for improved competitiveness and performance.”

    The 2020 Baldrige Award and past year awardees will showcase their best practices during the 32nd Quest for Excellence® conference, which will be held virtually April 12-15, 2021.

    The 2020 honorees and their achievements are as follows:

    AARP (Washington, D.C.) has doubled the reach of its work to improve lives for people over age 50 and their families, from 32 million people in 2015 to more than 60 million in 2019. Since 2017, AARP has invested $450,000 in startup companies pursuing novel products and services through its Innovation Labs. It has also been recognized as a “Top Workplace” by The Washington Post, and AARP The Magazine has been the most widely read publication in the nation for three years in a row according to market research firm Gfk MRI.

    Elevations Credit Union (Boulder, Colorado) won a Baldrige Award in 2014 and is the first two-time winner in the nonprofit category. An assessment by the American Credit Union Mortgage Association ranked Elevations as No. 11 out of the top 300 credit unions in the nation, outpacing both its asset size, which ranks No. 127 out of 300, and its ability to lend only in Colorado versus other lenders that cross state lines. In spring 2020, Elevations ranked in the top 95% of U.S. organizations for overall employee engagement based on the Gallup Q12 survey.

    GBMC HealthCare System (Baltimore, Maryland) has maintained a five-star rating (the highest) from CMS since 2017. Its industry-leading performance includes 100% of stroke patients receiving antithrombotic therapy at discharge, 100% of high-risk mothers receiving antenatal steroids, and 100% of patients receiving combination chemotherapy for breast cancer. GBMC’s Nurse Residency Program is one of only 61 worldwide to achieve the highest level of recognition from the American Nurses Credentialing Center.

    MESA (Tulsa, Oklahoma) won Baldrige Awards in 2006 and 2012, and is the first three-time winner of the award. The company’s overall revenue has grown nearly $30 million since 2015, with the company achieving a 10% average annual revenue growth since embarking on its Baldrige journey in 2002. MESA, which specializes in controlling corrosion in pipelines and related equipment, has retained 100% of key customers in its services segment since 2018 and 97% of key customers in its materials segment since 2017. In addition, 95% of employees agree that the safety culture is a top organizational priority, and 94% of employees consider themselves highly engaged.

    Wellstar Paulding Hospital (Hiram, Georgia) sustained top 10% performance for its mortality index and for its inpatient complications index within the national IBM Watson Health 100 Top Hospitals® index. It is also in the top 10% in the nation for a sustained pressure ulcer rate of zero. For several key measures of inpatient and outpatient engagement, WPH has achieved top 10% performance in the nation and rates in the top 100 of 1,800 organizations in all industries for team member engagement based on the Great Place to Work® Trust Index© survey results.

    The National Institute of Standards and Technology (NIST) manages the Baldrige Award in cooperation with the private sector. An independent panel of judges reviewed the evaluations performed by the Baldrige Performance Excellence Program’s all-volunteer Board of Examiners and recommended this year’s award recipients from a field of 20 applicants.

    The expert Baldrige judges evaluate organizations in seven areas defined by the Baldrige Excellence Framework: leadership; strategy; customers; measurement, analysis and knowledge management; workforce; operations; and results. For the first time in the Baldrige Award program’s 32-year history, site visits — including document reviews, interviews, focus groups and other interviewing methods — were conducted virtually due to the pandemic.

    The Baldrige Award was established by Congress in 1987 and is not given for specific products or services. Since the first group was recognized in 1988, 134 national-level awards have been presented to 124 organizations (including eight two-time award recipients and one three-time recipient).

    The Baldrige program is a public-private partnership managed by NIST and funded in part through user fees and support from the Baldrige Foundation. The 2021 Malcolm Baldrige National Quality Award Application forms are now available for interested U.S. organizations. The 2021-2022 Baldrige Excellence Framework will be available in December 2020 (Business/Nonprofit) and January 2021 (Health Care and Education).

  5. Calling all Business Excellence Award Winners and Applicants – An Opportunity to Participate in Leading-Edge Research on Achieving & Sustaining Performance Excellence

    November 17, 2020 by BPIR.com Limited

    The article below describes the Centre for Organisational Excellence Research (COER)’s research on “Organisational Excellence Architecture”– the ingredients required to help organisations on the journey to business excellence. We are inviting Business Excellence Award Winners and Applicants to participate in this exciting research project and benefit from the research findings. If you are interested, please send me an email, and I will send you further details.

    Atif Baig, Research Associate, COER, Massey University a.baig@massey.ac.nz

    Organisational Excellence Architecture (OEA) – The concept that each Business Excellence practising organisation should know to attain an accelerated BE journey.

    This article introduces a novel concept of Organisational Excellence Architecture (OEA) requisite to implement Business Excellence (BE). OEA refers to the formal structure used to assist in the implementation of BE within an organisation. This support structure may consist of roles/responsibilities, resources, processes, assessment tools and rewards and recognition system that organisations put in place to implement and accelerate BE journey. To further investigate the components and importance of OEA in accelerating BE journey, a new PhD research project has been initiated by the Centre for Organisational Excellence Research (COER) and Massey University, New Zealand. The outcome of the study will guide BE practicing organisations on ‘how to’ implement and fast-track their BE journey in a cost and time-efficient way. Participating organisations will contribute to this research by completing an online survey, followed by an optional structured interview. All participants will get a detailed report of this study which will help them to reflect on their existing OEA and to learn from the best practices on the successful implementation of BE. This research has support and approval of the Global Excellence Models (GEM) Council and Global Benchmarking Network (GBN).

    Agility, innovation, continuous improvement, and sustainable competitiveness are among the most used buzzwords of today’s corporate world. Organisations, irrespective of their size, nature of business, geographical location, eagerly wish to embed these superior traits in their organisation’s DNA. Additionally, due to severe competition in all aspects of business activity, organisations are compelled to continuously improve their processes, products, and services to survive and lead in markets where they operate. In other words, these deliberate leadership efforts to become the best in all organisational activities is business excellence (BE). Excellence is defined by the Global Excellence Model (GEM) Council as the ‘continuous improvement of outcomes to all stakeholders’.

    BE practices provide organisations with structured guidance that enable them to assess their competitive strengths, derive and deploy their strategic plans and most importantly, identify opportunities to learn. Furthermore, as a management practice, BE helps organisations in developing and strengthening their overall management systems continually for sustainable performance and ultimately create value for stakeholders. BE models (BEMs) were introduced in the late 1980s and serves as a platform to define, develop, assess and achieve strategic objectives. BEMs such as the Malcolm Baldrige National Quality Award (MBNQA), European Foundation for Quality Management (EFQM), Australian Business Excellence Framework (ABEF) and their corresponding national awards provides a robust leadership and management system. BEMs help organisations to pursue Excellence and provide a platform to quantify and measure Excellence maturity. BE maturity can be explained as a state of a BE journey where organisations successfully embed Excellence in the organisations’ culture. A BE journey starts with an organisation’s informed decision towards quality and making firm commitments for Excellence. At the moment, there are 67 national quality awards (NQAs) used in 56 countries across the world.

    Business Excellence Models and their significance
    In the last three decades, BEMs and awards have contributed significantly to organisational performance. Key benefits of adopting any BEM includes; reputation, good governance, sustainability and profitability. BEM’s success, however, depends on how organisations implement their BE ambitions and integrate ‘continuous improvement’ and agile thinking in their organisational systems. Additionally, implementation of BE is dependent on the strategic and logistical design of the organisation, and therefore, without holistically considering these factors, achieving the required objectives would be difficult. Some of these factors would involve internal structure settings such as: setting up BE improvement teams or steering committees; internal processes including communication process on BE related activities, undertaking BE assessments and conducting regular staff training. Consequently, these initiatives lead towards achieving BE maturity.

    Current state of BE implementation research and potential limitations
    A comprehensive literature review was conducted to comprehend existing research and practices to support successful BE implementation. This review revealed that there is a significant scholarly focus on BE philosophy, BEMs’ history and evolution, BE application within different sectors and BE’s impact on organisational performance. However, surprisingly, no research was found that specifically investigated ‘how’ organisations implement and achieve BE maturity. Similarly, a review of BE award winners’ applications revealed sparse information on how BE was implemented with most award applications silent on organisational support structures and allocated resources to facilitate BE activities. These award applications were ambiguous on critical processes such as self-assessments, internal communication and reward and recognition schemes to encourage sustainable BE.
    In summary, there is a significant research gap concerning the optimum organisational excellence architecture to implement and embed a sustainable BE culture.

    Unpacking OEA – An Overview of the Research Project
    The Centre for Organisational Excellence Research (COER), Massey University, New Zealand, has recently initiated an exciting research project on successful BE implementation. This research introduces a novel concept of organisational excellence architecture. OEA can be defined as the formal support structure used to implement BE within an organisation. The research aim is to investigate an optimum organisational infrastructure such as resources, internal supporting structure, processes and level assessment tools required to facilitate and accelerate the excellence journey to achieve maturity and a sustainable BE culture within the organisation. This study is an extension of COER’s existing research called “Excellence Without Borders (EWB)” and aims to examine global BE practices from an implementation perspective.

    The main objectives of the proposed research are:

    1. To define organisational excellence architecture (OEA) required to achieve business excellence at different stages of excellence journey.
    2. To identify components of OEA.
    3. To establish if OEA is dependent on certain factors such as BE maturity, industry, size, sector, and urgency to implement BE.
    4. To develop a ‘how-to’ guide on OEA for each stage of the excellence journey.

    Research Design
    The research design for this project involves an intensive literature review, analysis of BE award winners’ submission reports, online surveys and (optional) structured interviews to develop a conceptual model of OEA. The online survey and structured interviews will help to understand the importance and current state of OEA from the participating BE organisations. Considering the high practical relevance of this research project, the GEM Council (which consists of organisations that are recognised globally as the guardians of premier excellence models and award processes), Global Benchmarking Network and New Zealand Business Excellence Foundation (NZBEF) has already approved and supporting the proposed project.

    Invitation to participate in the research:
    Organisations that have reached a high level of maturity with regards to business excellence (award applicants and winners) are invited to participate through completing the survey with an optional opportunity to participate in follow-up structured interviews. The survey will introduce OEA to the participants and obtain feedback on their respective OEA to drive a BE agenda within their organisations. The study will be launched in November 2020 with an online survey.

    Key benefits for participating organisations:

    1. Answering the survey questions will help organisations to reflect on their existing BE approach and assess the effectiveness of their respective BE structure.
    2. All participating organisations will receive a report of the survey findings enabling them to learn from best practices on how to introduce and accelerate their BE journey.

    How to participate in this research?
    If your organisation is following BE practices and at a high level of maturity (award applicants and winners), please join and participate in this research. Please email your interest and any questions to Atif Baig at a.baig@massey.ac.nz, we will contact you accordingly.

    Atif Baig is a Research Associate at the Centre for Organisational Excellence Research (COER), Massey University, New Zealand. He is currently doing his PhD and investigating BE models from an implementation viewpoint. The research team includes Dr Robin Mann, Head – COER, Dr James Lockhart and Dr Wayne Macpherson, Massey University, New Zealand.