Editorial 3. What s going on? 4. What do you think about EFQM 6. Is the economic crisis over? 8. Celebrating 25 years of Excellence 10

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2 I : Editorial 3 What s going on? 4 What do you think about EFQM 6 Is the economic crisis over? 8 Celebrating 25 years of Excellence 10 Embedding Innovation in your Organisation s DNA 12 Good Practice Competition RADAR The EFQM s Management Tool 19 Saying goodbye to a Legend 22 2

3 Editorial Marc Amblard, EFQM CEO Dear reader, In the December 2013 issue of Excellence in Ac on, I went back to the origin of EFQM and its Policy Document signed in 1988 by the leaders of 67 companies. This was 25 years ago. In order to celebrate this Silver Jubilee, we are planning for a number of these early adopters some of which are s ll working with us to share their experience using the EFQM Excellence Model; this will take place during the Forum next October in Brussels. It will be interes ng to hear how it has helped them shape the way they operate and improve their overall performance over the years. You may also recall that the President of European Commission, Jacques Delors, was a significant contributor to crea ng EFQM. Naturally, we want the EU to come and celebrate with us. We are therefore working on a surprise par cipant from the Commission to echo this memory, with the objec ve to put Excellence under the spotlight at a high level. We will finally publish a special edi on book to mark our Silver Jubilee. It will gather the experience of a large number of organisa ons that use or have used the EFQM Excellence Model. This will include tes monies from many countries around the world, recognizing the interest the Model has generated outside Europe over the years. This should provide for an interes ng overview on a wide variety of organisa ons and their ways to deploy Excellence. I want to thank everyone who responded to our recent, annual Community Survey. Whether members of EFQM or not, Model users or not, your percep on of the Model and that of EFQM as an organisa on is improving across the board. 89% of all respondents think that using the Model helps organisa ons increase compeveness, 92% think it is the case to develop a culture of con nuous improvement. 83% of all respondents said EFQM is effec ve in promo ng Business Excellence with the management community (see more on this survey in this issue). We appreciate this posi ve feedback and see it as an encouragement to push harder as there is s ll so much to do. Lastly, we have heard your request for more value-adding content in your Excellence in Ac on magazine. We hope that this issue will prove that we have heard you and taken ac on. Enjoy the reading, 3

4 WHAT S GOING ON? Celebrate years of Excellence Now that 2014 is well underway, we are all launching projects that should help us reach Excellence. Are you ready some new challenges? Here at EFQM we certainly are and we have planned a year full of exci ng events, star ng with EFQM s 25th Anniversary, the Good Prac ce Compeon and the EFQM Excellence Awards, to only reveal a few. To find out more, read on. What else do we have in store for you? EFQM Knowledge Base Full of Tools, Good Prac ces and Material to help you on your Journey to Excellence. There are over 100 good prac ces, tools and guides for our members to download for free. More Good Prac ce Visits In Europe and outside of Europe to offer you more opportuni es to learn from the Best! More Webinars To support your Journey towards Excellence and Share what Works. This year s EFQM Excellence Awards It s me the think about registering to compete in the EFQM Excellence Awards! This year it will be held in the beau ful Brussels at the Dolce la Hulpe and Auto World. In This Issue New faces at EFQM Embed Innova on in your organisa on The Good Prac ce Compeon 2014 EFQM Excellence Awards 2014 EFQM s 25th year! 4

5 EFQM staff New faces at EFQM As me passes people take chances and seize opportuni es. Lately you may have met new EFQM workers who joined the Team to replace those who con nued their Journey Towards Excellence on a different path. Don t hesitate to contact them should you need help or support! Regina joined EFQM in January 2013, you may have already met her through an reply from infobox and through a phone call. She is part of Member Rela ons Team. Sylvia joined the Publica on and Training Team in 2013, she helps suppor ng the administra ve processes. She studied educa on and was a teacher for the past two years in an elementary school. If you experience a problem with orders or training, she might be able to help you, don t hesitate to contact her. Cécile is working on the marke ng and communica on since August She used to work for GDF Suez and wrote a thesis about Business Intelligence in China. You can send your ideas and she will do her best to improve EFQM s way of communica ng with you! Berta joined EFQM at the beginning of With a strong knowledge of languages (she s fluent in six), she has joined our Member Rela ons Team. Cédric also joined EFQM at the beginning of Recently graduated from the Free University of Brussels, he is a journalist and creator of a news website. At EFQM, he will be the point of contact of members and support the daily work of his department. He also joined the Member Rela ons Team. 5

6 Last December we sent out a survey to the Excellence Community to try and figure out what people thought of EFQM. More precisely, we wanted to understand how the EFQM Excellence Model and EFQM as an organisa- on are perceived. This is the third year we have run this survey. We ed more than 20,000 contacts, as well as pos ng the link on various social media sites, to reach as many people as possible and be able to get a clear picture. Having a large sample (over 500 responses) is essen al to perform a proper segmented analysis of all our stakeholders opinions and understand their expecta ons regarding EFQM and the Model. Member or not, EFQM Model user of not, partners, trainers and consultants, we pursued everyone s opinion. A big Thank You for your contribu on. Here s what you told us... The survey clearly shows that the percep on of the EFQM Excellence Model within the community is posi ve and that this has improved over the last 3 years in most of the areas included: However, from our perspec ve, the best news is that you recognise the improvements we ve made to the way we work as a Founda on over the last few years: 6

7 Whilst the trends do show we re improving, we know we re far from perfect. And, given what we do as a Founda on, that s something we will to address. We went through every one of your comments to be er understand what really ma ers to you and where you think we need to focus our efforts. One of the things that became immediately apparent from this analysis was our communica on. Many of you were asking for products or services that we already provide you just don t know it! We are adding new Good Prac ces to the Knowledge base on a regular basis. They come from the Awards, the Good Prac ce Compeon and more that have been iden fied as a result of a rigorous assessment. You can already benefit from more than 80 Good Prac ces from various sectors and organisa on types. Because we know that star ng with the Model can be in mida ng and some mes a challenge, we designed the One Day Workshop to help you start your Journey to Excellence. We realise that SMEs some mes struggle with the Model and find the resources involved in a R4E Assessment overwhelming. So we are now introducing the C2E Assessment which allows for a lighter, yet holis c assessment (read more in the issue). This is one of areas that we are currently working on. We are revisi ng our Newsle er (Members only) and our magazine Excellence in Ac on in order to fill them with more value adding ar cles that offer much more content, in line with your expecta ons. We will Share What Works even more in order to be er support your Journey. We will also communicate more efficiently the calendar of our events and trainings. This issue is already a tes mony of what we mean by change. Like you, the EFQM is on a journey towards Excellence. Last year, we achieved 4 Star Recognised for Excellence. But we re not sa sfied with that and it s clear that you aren t either. We re working towards becoming a 5 Star organisa on, which means we re applying the RADAR logic to everything that we do. We re pleased you ve seen the difference and hope you ll con nue to do so into the future. Thank you again for helping us run the Excellence Community be er. 7

8 Five years a er the financial crisis erupted, execu ves economic expecta ons reached an annual peak at the end of They are not bullish quite yet but they certainly an cipate that condi ons will con nue to improve. The World Bank (WB) and the Interna onal Monetary Fund (IMF) support this analysis in their January forecast, the first op mis c one of the last three years. The world economy is showing signs of bouncing back for the WB. According to the IMF, Global growth is expected to increase in 2014 a er having been stuck in low gear in Global condi ons have improved in the last six months and execu ves are overall more op mis c about the outlook, according to McKinsey's Global Survey. 40% of execu ves surveyed in the Eurozone consider that market condi ons in the region are be er than six months ago, versus 33% that they are the same and 27% that they are worse. This compares with 45%, 33% and 23% across the globe. 60% of execu ves consider that regional condi ons have improved in the past six months. Asia-Pacific leads the way in regional op mism.. It is also interes ng to note execu ves in developed economies are much more upbeat on this point than their peer in developing economies. Last, a majority expect posi ve trends in workforce size, demand and profits, though Europeans are the least op mis c. McKinsey, the management consul ng firm, gives us an encouraging snapshot on execu ve s percep on of overall economic condi ons in their December Global Survey. World Bank's January Global Economic Prospect follows the same path, announcing more posi ve and even op mis c trends for the coming months with 3.2% global GDP growth in 2014 vs 2.4% in 2013, when the IMF predicts a 0.7% rise in GDP growth rates in its latest World Economic Outlook. Yet, European recovery is expected to be slow with 1.0% in the Euro zone (IMF) as private sector balance sheets must be strengthened. This is s ll a +1.4% improvement over 2013 growth rate; the Euro area is turning the corner from recession to recovery. The financial system is slowly healing, according to Olivier Blanchard, the IMF s chief economist and director of its Research Department. 8

9 Europe s future economic situation remains shady and international experts don t agree on who will lead the general growth in The EU predicts a 1.4% growth across the Union, and 1.1% in the Eurozone Some nega ve elements remain worrying like the asset bubbles men oned by 38% of execu ves (against 24% last year). And recent events (e.g. government shutdown in the USA) le a mark in some minds. The low rate of global growth and the slowdown in emerging markets are not forgo en either. In the Eurozone, two main issues remain: austerity and high unemployment. The IMF also warns about very low infla on in the Eurozone, and the need to strengthen banks. Execu ves tends to be more op mis c, in par cular those in Asia vs those in the Eurozone. For example, 31% of Eurozone s execu ves s ll expect a decrease in workforce size against 7% for Asia. 40% of execu ves surveyed in the Eurozone consider that market condi ons in the region are be er than six months ago, versus 33% that they are the same and 27% that they are worse. This compare with 45%, 33% and 22% across the globe. 60% of execu ves consider that regional condi ons have improved in the past six months. Asia-Pacific leads the way in regional op mism. European Executives consider the market conditions to be... Executives around the globe consider the market conditions to be... 27% Better than 6 months ago 22% Better than 6 months ago 40% The same as 6 months ago 45% The same as 6 months ago 33% Worse than 6 months ago 33% Worse than 6 months ago In this s ll difficult environment, organisa ons must con nue their transforma on in search of a higher level of intrinsic performance. And a holis c assessment remains the most effec ve way to evaluate strengths and areas for improvement to this end. Leaders must further increase their focus on ini a ves that ma er for all their stakeholders given their strategy. In this regards, learning from good prac ces remains the most efficient way to improve. We hope EFQM can further contribute to accelerate the much needed economic turnaround. A er a long 5 years, the economic crisis is progressively appearing in the rear-view mirror. 9

10 The Founding Members of EFQM : Mr. K. Eckert Robert Bosch GmbH Mr. I.D.T. Vallance from Bri sh Telecommunica ons plc Mr. F. Lorentz Bull SA Mr. H. Lippuner Ciba-Geigy AG Mr. S. Dassault Dassault Avia on Mr. A. Scharp AB Electrolux Mr. U. Agnelli Fiat Auto SpA Mr. J.F.A de Soet KLM Mr. R. Morf Nestlé Mr. C. De Benede C. Olive & C., SpA Mr. C.J. van der Klugt Philips Mr. R.H. Lévy Renault Mr. F. Fahrni Sulzer AG Mr. Carl H. Hahn Volkswagen AG The 14 European business leaders back in the days Celebra ng 25 Years of Excellence 2014 is a special year for EFQM; it's our 25th anniversary. As with all anniversaries, one has to pause to reflect on the past and consider what has been achieved. The decision to form EFQM was taken by the CEOs of 14 leading European companies, with Jacques Delors, then President of the European Commission, as the catalyst. The "total quality management" movement, started in Japan in the late 1950s by Demming, had seen first Japanese and the American companies gaining a compeve advantage, both in terms of cost and quality. Europe was falling behind. A quick look at the current economic situa on might have you scratching your head and wondering what's changed... Back in 1989, few companies conducted regular surveys to understand the customer experience. Even some of those that did did not have processes in place to analyse and understand the feedback obtained, let alone use it to improve the products and services they provided. Now it is the companies who do not who are in the minority... If they are s ll in business. Employee surveys, and suppor ng policies and processes for employee appraisal, development and advancement were even more of a novelty. Opportuni es for "workers" to get involved in improvement ac vi es were limited at best and as for providing ideas, sugges ons and input to the company strategy? Forget it. And when the EFQM Model was released with the mysterious Criterion 8, then called "Impact on Society", few could see the relevance to companies. Nowadays, "Corporate Social Responsibility" and "Sustainability" have become the norm... 10

11 Perhaps the greatest changes we've seen in the last 25 years have happened in the public & non-profit sectors. During this me, many of the tools, techniques and even language that were previously the preserve of the private sector have become common place in the public sector. Even 5 years ago, talking about "Business Results" in the public sector would not have been accepted. The pressure to provide "value for money", accelerated by budget cuts following the global economic crisis, has awoken in many the need to take a more commercially minded approach. 42 Awards Winners 119 Prize Winners 153 Finalists And so, turning to the future... What's next? The learning from the 500+ assessments carried out in the EFQM Levels of Excellence scheme each year tells us that it's no longer about whether an organisa on "does something", the vast majority of organisa ons have customer surveys, employee appraisals, process models, strategic plans and the other key enablers. The focus now is not on what they do, it's how well they do it. The RADAR is a key tool for both our Assessors and the organisa ons they assess. It is an organisa ons ability to an cipate and adapt, to learn and improve, to innovate and create that now makes the difference... And how rapidly they are able to execute the changes required to make ideas a reality. Jacques Delors Yes, looking back over the last 25 years, I think we can be proud of the progress made and prouder s ll that the EFQM Excellence Model is as relevant and powerful now as it has ever been. And, looking forward, I think the excellence community has the tools, capacity and opportunity to make an even bigger difference in the next 25 years... Are you up for the challenge? The Founding members 11

12 Large or small, public or private, you need to have an Innova on Compass. February 2014 It is sadly the case that whilst Innova on is o en recognised as important in the C-Suite or Boardroom, there is typically a massive gap between Innova on rhetoric and ac on. Most senior managers recognise the role that Innova on can play in developing their organisa ons; they know that Innova on is o en essen al to crea ng or maintaining future revenues and value, but they can become paralysed by past failures or an over focus on process efficiency and/or just a lack of leadership consensus on how best to manage it. * 1 EFQM Definition of Innovation: The practical translation of new ideas into products, services, processes, systems or social interactions. You need to have an Innova on Compass? Successful innovators find ways to manage the delicate balance of inves ng in the future, whilst sustaining the benefits being obtained from their current core offerings. -They forecast how much Innova on they need and what specifically it should achieve for them, but the big ques on is how best to do this? Regre ably, most academic work on Innova on does li le to help with such aims; valid research is fragmented and where systemic views exist they are rooted in the micro-perspec ve of a specific discipline, and li le cross-faculty, cross-discipline work is done to consider the broader subject from the perspec ve of the holis c organisa on-wide management systems, within which most business managers have to operate. The Innova on Reboot Project is a collabora ve learning experiment, aimed at both academia and organisa onal managers, with the objec ve of promo ng Innova on Capability Assessment Frameworks that may help to encourage the open, sharing of knowledge on what best enables Innova on Capability building in organisa ons. The logic of the current Innova on Capability Assessment Framework, shown on the le is that at the highest level, a wise Innovator will ensure that a focussed Innova on Strategy (Element 1) will be informed by sound Data and Analy cs (Element 2), which will lead to a por olio of projects in an ideas launch pla orm going from Idea on (Element 3) to Valida on (Element 4) and Scaling (Element 5), all of which is underpinned by Future Focussed Leadership behaviours (Element 7), which act to maintain an appropriate, suppor ve, Innova on Ready Culture (Element 6). 12

13 Clarity on an Innova on Strategy is a key feature of those who successfully embed Innova on in their organisa onal DNA. This is why Innova on Strategy features prominently in the framework on p12. You could ask yourself the following ques ons to reflect on the degree of clarity with Innova on that is in your strategies and plans: Are we are clear on what we expect Innova on to deliver? Are our Innova on projects appropriately resourced and planned? Are our Innova on plans are translated in goals and communica ons that having meaning for all involved? Do we have a balanced por olio of ac vi es, crea ng an Innova on pipeline that has a sound mix of projects, spread across a range of Innova on risk aspira on levels and mescales? Do our Innova on plans balance the tensions between short-term opera onal necessi es and our Innova on aspira ons? Do we list strategic assump ons and test our hypotheses that are within the plans? Are we effec ve at managing Innova on investments and se ng related funding trigger and review points? Have we maintained our Innova on efforts even when mes are tough and short-term profits/ savings are needed? Do key stakeholders understand and have confidence in our Innova on plans, our project pipeline, and are they sa sfied with the historic Innova on outcomes we have achieved? Have we been able to ensure that we do not experience disrup ve or compeve Innova ons in our core markets? Wise innovators define opportunity and ini ate projects in a range of strategic innova on categories, for example: Value Sustaining Innova on Opportuni es: -These are their play not to loose tac cs. Ac vi es at this level are typically directed towards reducing the risk of commodi sa on of exis ng successful products/services, by ac vi es such as crea ng variants to exis ng products and/or cost reduc ons. Adjacencies for Market or Product Extensions: -Investments here are about achieving growth by either Next Genera on Products obtained by product/technology extensions, or Market Extensions for migra ng exis ng products or processes into new or adjacent markets. Transforma onal Growth: Investment at this level is about playing to win big. This is o en about both new markets and new technologies (new-new). Most organisa ons dream of crea ng the o en called Blue Ocean for transforma onal growth uncontested market spaces about which much is wri en, but these are typically high risk bets and wise innovators do not pursue projects at this level in isola on of other strategies. 13

14 An o en quoted example of successful growth is Nike, who has transformed with a range of both adjacent and transforma onal Innova ons, from its origin as a shoe company, into one where its future growth is now from digital technology (with phone apps, wearable devices, data and web services now a major part of its turnover). However not every one can replicate such success and there is an old saying that whilst an early bird may get the worm, it s the second mouse that gets the cheese and this applies to many Innova on successes. Apple was not the first to sell mp3 players, when they first launched the ipod; it was to them, at that me, an adjacent market. They had the capabili es to respond quickly, they built a clever new ecosystem around their new product (itunes), and they laid the founda ons for what many respect as some of the most impressive growth a ained in the last two decades, through a mixture of exploi ng adjacencies for their technologies and simultaneously crea ng a transforma onal growth ecosystem in itunes. The amount of investment* typically made in a specific category will vary drama cally, according to an organisa ons strategic need, but it is not uncommon for a mature high-performing company to use the o en called golden ra o of innova on investments, in which 70% of available resources are allocated to Value Sustaining investments, 20% to Adjacencies and 10% to Transforma onal Growth, but such figures will vary significantly if rapid growth is being sought, catch-up is needed, or technologies are changing at speed. * Nagji, B. and Tuff,G., May 2012, Managing Your Innova on Por olio, Boston, Harvard Business Review. Reprint R1205C. Chris Hakes, maybe known to some of you through his work in the EFQM Training Faculty and suppor ng the Awards process over many years. He has recently gone back to his entrepreneurial and research, career roots and taken on a new job as Editor in a collabora ve venture called 'The Innova on Reboot Project'. In the ar cle below he shares some thoughts on the need for, and benefits of, this collabora ve project, which is aimed at sharing good prac ces that may help organisa ons build innova on capability. What next? Maybe this brief ar cle has helped you reflect on how well you are embedding Innova on into your organisa ons DNA. If you d like to contribute to an ongoing debate and help us build a growing body of knowledge, to assist with Innova on Capability Building, please engage with our project via onreboot.org and/or our Innova on Reboot Group on LinkedIn. Reboot Project, Cambridge, UK, Febru- Chris Hakes, Editor, The Innova on ary

15 WHAT S GOING ON? 15

16 There should be an easier way to start with the Model Scale down the Model to apply to start-ups in the pre-scaling There is s ll a percep on of heaviness in the implementa on process Breaking down the Model into smaller chunks to make it more accessible The EFQM Excellence Model: It can be applied to any organisa on, regardless of size, sector or maturity. So star ng your Journey towards Excellence can be a challenge but it shouldn t be in mida ng, not with the EFQM Team to support you! Star ng your Journey to Excellence To help new members get started on their journey, we ve added the following benefits for new members: The One Day Workshop which will help you understand how the Model can support your organisa on s development. A Free EFQM Training for new Members can book a free place on either the EFQM Journey to Excellence or EFQM Leaders for Excellence training course at the EFQM offices in Brussels or a free on-line EFQM Basic Assessor Training. The new Commi ed to Excellence Assessment which is designed for new comers to the Model and small organisa ons Our Knowledge Base that will inspire you and provide you with lots of Good Prac ces WHERE? If you are new to EFQM, if you are thinking about implemen ng the Model, or if you are considering becoming part of the Member Network, then this event is something for you! Open Doors are one-day free events to give you an introduc on to EFQM and our Excellence Model. You will gain a be er understanding of how EFQM's por olio, our Network and our Team can support your Journey to Excellence. We also run introductory webinars in case you cannot join us in our offices. (see p13) At EFQM Offices: Av. des Olympiades 2, 5 th floor 1140 Brussels WHEN? 25 th February th May th September h November 2014 Meet one-to-one with an EFQM team member to be er plan your journey! 16

17 EFQM is proud to announce the launch of the new EFQM Commi ed to Excellence Assessment a simple way to get started on your journey to excellence. This assessment has been specifically designed to provide the comprehensive independent feedback you expect from an EFQM Assessor Team but with a considerably reduced lead me. It s ideal for organisa ons star ng with EFQM, especially SMEs. We ve streamlined the assessment process to focus on 6 key themes, the founda ons of an: Your organisa on s strategy The key results you have achieved Customer Management People Management Process Management Sustainability How does it work? Depending on the outcome of the assessment, you will be awarded the EFQM Commi ed to Excellence 1 Star or 2 Star interna onal recogni on. Are you ready for an Assessment? We ve developed a simple ques onnaire that will tell you whether you are ready for a Commi ed to Excellence Assessment. Simply click here, answer the 6 ques ons and find out where you stand. If you wish to learn more about the Commi ed to Excellence Assessment, please contact us or find out more on our website. It s me to stop being average and commit to being Excellent 17

18 How does the compeon work? Each organisa on can upload a maximum of two Good Prac ces - each will be taken as a separate submission. Organisa ons are invited to upload onto the website a wri en descrip on and a 3-5 minutes video for each Good Prac ce. These applica ons will be visible to the viewing public on our compeon website. The winning applicants should be willing to share their experience with our network to provide inspira on for others. The schedule Compeon Launch on 17 February 2014 Uploading your Good Prac ces open un l 16 May 2014 Iden fica on of the Finalists by the Jury on 28 May 2014 Vo ng by the viewing public in June 2014 The Finalists present their Good Prac ce via webinar in July 2014 The Winner(s) will be announced in July 2014 The Winner(s) will present their Good Prac ce at the EFQM Forum on 20 & 21 October 2014 in Brussels. Good Prac ce Compeon 2014 Crea ve Customer Solu ons How far will you go to Wow a Customer with Crea ve Customer Solu ons? A large part of customer service success is crea ng a seamless experience. Customer needs are an cipated, systems are in place, employees are trained. Excellent organisa ons know who their different customers groups are and an cipate their needs and expecta ons, transforming these into a rac ve and sustainable value proposi ons. Excellent organisa ons build and maintain a dialogue with their customers, based on openness and transparency. Excellent organisa ons ensure that people have the necessary resources, competencies and empowerment to maximise the customer experience. We are looking at examples of how organisa ons have managed the transforma on from product focus to service and from service to solu ons, engaging and developing the talent of their people to build crea ve customer solu ons. This compeon open to any organisa on - Global or Local, Private or Public Sector, Large or Small, etc, whether you are an EFQM Member or not. Why enter? Entering this compeon will ensure interna onal recogni on. The winner(s) will present their Good Prac ce at the EFQM Forum, our annual Business Excellence conference a rac ng more than 350 global leaders, and share their experience with our network. The winner(s) will have their Good Prac ce published in the EFQM Knowledge Base, available to EFQM Members through our website. The winner(s) will also receive a year s membership of EFQM free of charge, including obviously all membership benefits. If you are already a member of our network, you will receive vouchers redeemable against a selec on of EFQM s publica ons and training courses. For more informa on, please visit our website or contact Vinciane Beauduin (info@efqm.org or phone ). 18

19 About Mark Webster You are possibly very familiar with the EFQM s RADAR as the tool within the EFQM Excellence Model that we use to assess an organisa on iden fying strengths and areas for improvement and scoring. But did you know that when RADAR was originally launched the EFQM intended that the tool should be used in day-to-day management, and not solely for assessment? The RADAR developers realised that a truly effec ve tool for assessment should be based, not upon something different or addi onal to good management prac ce, but rather upon what any good manager or management team should be doing in their daily work. A look at the RADAR logic see Fig 1 - upon which the acronym RADAR was based, will help illustrate this. The logic suggests that as managers we should first be clear about the objec ves that we are seeking to achieve within our organisa on, whether at strategic or tac cal levels, and that we should turn these into clear and targeted measures that upon implementa on will represent the Results that the organisa on is achieving. Next we need to iden fy and develop where necessary the Approaches required to achieve these Results. These Approaches then need to be Deployed. Finally through a process of Assessment and Refinement, we should regularly review our ongoing performance Results and iden fy and implement appropriate improvement ac on where necessary. This simple but important logic provides a framework both for effec ve planning strategically and tac cally, and for organisa onal performance reviews. The logic becomes even more valuable when used with the nine criteria within the EFQM Excellence Model. The four Results criteria s mulate thinking, par cularly during strategic planning, in terms of the range of measures that could be used and challenge us as to whether our organisa onal objec ves and corresponding measures are truly based upon the needs and expecta ons of our stakeholders. The five Enabler criteria help us when considering the scope of Approaches that we need to have in place and Deploy in order to deliver the Results that we have iden fied. Mark Webster is a member of EFQM s Faculty of Trainers. He has been involved in many significant developments within EFQM over the years, and led the development of the 1999 version of the Model, which included the first version of RADAR. If we consider RADAR in more detail, focusing not only on the high level elements but also on the detailed a ributes such as sound, integrated and so on, then the use of RADAR in both planning and daily management ac vi es such as performance reviews becomes even more useful. For example, when construc ng a business or work plan, RADAR s mulates the planner to consider: 19

20 RADAR BASED BUSINESS & WORK PLANNING RADAR element: Things to consider based on the attributes: RESULTS: What are the business/department/team/individual objec ves that the plan addresses? e.g. increase in leadership competencies to meet future business challenges. How will we measure the successful achievement of these objec ves? (the outcomes) What targets will we set for these measures and what is the basis of these? e.g. aim to be er compe tor x, become best-in-class, etc. What compara ve data (where relevant) will we use to measure progress towards our objec ves? e.g. benchmarks. APPROACH: What will the plan deliver in order to meet the objec ves? e.g. leadership training, leadership performance review process, etc. What will the plan include, and where necessary what it will not include? How were the deliverables iden fied, including selec on criteria? What are the priori es for the various deliverables? What are the benefits of the deliverables to the stakeholders concerned? e.g. the investors, customers, employees, etc. How will the plan objec ves and deliverables specifically link to the organisa ons vision/ mission/goals/strategy? How will the plan objec ves and deliverables support the values of the organisa on? DEPLOYMENT: Who will be responsible for achievement of each objec ve and associated deliverable, and what will be his/her/their roles, responsibili es and accountabili es? What are the key ac vi es related to each deliverable? What are the mescales for these ac vi es? (start and finish, milestones) What resources are required? e.g. finance, equipment, people, skills. What constraints exist? e.g. exis ng process capacity, resources, regula ons, laws, standards, deadlines. What risks exist? e.g. overspend, unforeseen changes in external environment, lack of commitment internally, and how they will be addressed. What communica on needs exist and how they will be addressed? ASSESSMENT & REFINEMENT: What indicator measures will we use to measure progress with the plan? (NOTE: Include measures that will enable you to predict whether outcomes listed under Results will be achieved). How will we ensure the integrity of the measures we use? How will we review progress with the plan, iden fy learning (internally and externally), s mulate crea vity and innova on (e.g. in iden fying and addressing road blocks that might arise), take correc ve ac on and make improvements? 20

21 In a similar way RADAR can be used when conduc ng a review of organisa onal performance. It s mulates the management team to consider: RADAR BASED ORGANISATIONAL PERFORMANCE REVIEWS (based upon reviewing a single result or a set of results) RADAR element: RESULTS: Things to consider based on the attributes: Are we measuring the right things? Are the results segmented where needed? Is the integrity of the results assured? Are we clear on our targets and are they appropriate? How is our performance against target? Do we have any compara ve data, how appropriate is it and what does it tell us in terms of our performance? Are we clear on what is causing the results? APPROACH: What are the approaches (e.g. Leadership, Resources, People, Processes) that we have in place to deliver the result(s) we are reviewing? Are they fit for purpose? Do they align as necessary with other approaches? Are they aligned with stakeholder needs and expecta ons? Do they support and align with our overall goals/objec ves/strategy/values? DEPLOYMENT: Are we implemen ng the relevant approaches where they need to be? Are we doing so effec vely and efficiently? Does the way we implement our approaches enable flexibility and support organisa onal agility? ASSESSMENT & REFINEMENT: Are our indicator measures fit for purpose? Are we learning from our own experiences (posi ve and nega ve) and from those of others? Are we genera ng new ideas on what to do and how to do it where needed? Are we making improvements based on our learning as needed? Are we turning good ideas into reality? These are just two examples of how RADAR can be used to ensure effec ve planning and daily management. Perhaps you can think of other applica ons, or have developed and used some of your own. If so we d be delighted to hear about them so that we can spread the word about RADAR good prac ces within the EFQM Community. 21

22 Saying Goodbye to a Legend An interview with Mike Gallagher, the last of the first EFQM Assessor Trainers The very first EFQM Assessor trainings were held in Brussels in 1992, over a six week period star ng on the 3 rd of March. These courses were all lead by Mike Gallagher, who will be delivering his last training for EFQM in March of this year! EFQM: what do you remember from those first sessions in 1992? Mike: The over-riding feeling, at the start of the first course, was one of stepping into the unknown. Launching The European Quality Award in 1992 meant an extremely busy year working to ght deadlines. Everything was new; there were no experts on the Model or the Blue Card (the first assessment tool) and li le prac cal experience to draw on. In fact, we only knew a li le more of the subject ma er than those being trained so fielding ques ons was some mes a nightmare. As the six weeks of training went by though, it became clearer and clearer from the feedback, that the training had been well received. It was obvious that we had on board an enthusias c group of assessors all they had to do now was to put their learning into prac ce! A er the final of six courses I breathed a deep sigh of relief, sat back in my seat and felt I had earned the small bo le of champagne that was standard (in economy!!) on the flight home. EFQM: What did you see as the major change over those 20 years? Mike: For Award Assessors, it has to be the move to a shorter, more structured, applica on document for the European Excellence Award with the corresponding greater focus on gathering informa on on site visits. More broadly, there's the expansion of EFQM recogni on schemes to include the Public Sector, Recognised for Excellence and Commi ed to Excellence - to match the range of maturity of Excellence programs in organisa ons large and small across Europe and beyond. 22

23 Where do I think EFQM will go/be in the future? What will you miss most in working with EFQM? Well, I hope EFQM will con nue to survive and prosper. (This is precisely the same answer that I would have given back in 1991, when I joined EFQM, and the posi on then did not look overly promising.) It s not easy, it never has been, but it s to con nue to provide products and services that organiza ons will want to use and support - and to build on the goodwill established across Europe over the last twenty five years. EFQM: Can you share with us one of your most memorable experiences? It is difficult to select one par cular event from the many, so let me men on a few concerning the EFQM Forum. This is the highlight of EFQM s year and marks the end of the Award cycle with the public recogni on of high performing organiza ons that have par cipated that year. Seeing King Carlos II of Spain present the very first Awards in 1992 and realizing what a high profile event we had become involved in. The Forum at Stockholm in 1997 where the dinner was held in the same room as Nobel Prize dinners, indeed the menu was the same as for a recent Nobel ceremony; si ng with my wife, Charmian, a few seats away from the Queen of Sweden the guest of honour. But perhaps the most memorable of all was the Amsterdam Forum in A er the main presenta ons, a real elephant shuffled past our dinner tables and up to the front of the room. Before we had me to take all this in, the elephant vanished. I believe they are s ll looking for it in Amsterdam today! The wisdom, dedica on and banter of fellow trainers and EFQM members of staff, several of whom I have known over 20 years. Looking back on a working life that goes back over 50 years, I really can say I have enjoyed it all, there is no doubt as to the highlight however and it s the 10 year period 1991/2000 when I was closely associated with the European Quality Award at EFQM. So, a er 22 years of training assessor, Mike is finally hanging up his PowerPoints and riding off into the sunset. We know all of you who have been trained by Mike over the years will join us at EFQM in thanking him for his outstanding contribu on over the years and wishing him a long, happy re rement. We acknowledge that without our Assessors, the EFQM network would not work. Our Assessors in turn recognise that without the skills, dedica on and insights delivered by EFQM s Trainers, they would not be able to perform at the highest level demanded by the EFQM Excellence Award. Thank you Mike you will be missed! Snapshots from the first Assessors trained in

24 NEW TRAINING AT EFQM! Internal Assessor Training Complete an internal assessment The Internal Assessor Training is a 3 day course that has been designed to prepare individuals to complete an internal assessment of their organisa on. During the course, par cipants will get to prac ce using a number of tools, from simple self-assessments to a full Award simula on. A er the course, they will be able to decide which tools are best suited to suppor ng their organisa on and how to get started. When & where? This training is delivered 3 mes a year at the EFQM offices in Brussels, or it can be organised at your premises. In 2014 the dates are May July October 2014 Price? EFQM Member: 1,520 Euros (excluding VAT) - Special launch price for May and July sessions 1,200 Euros (excluding VAT) Non-member: 1,900 Euros (excluding VAT) - Special launch price for May and July sessions 1,500 Euros (excluding VAT) For more informa on, don't hesitate to contact training@efqm.org. 24

25 Winners of the EFQM Excellence Awards 2013 On the topic of Achieving Excellence : Alpenresort Schwarz, Award winner BMW Regensburg Plant, Prize winner Glasgow Housing Associa on, Prize winner Nilüfer Municipality, Prize winner St Mary s Colege, Prize winner Stavropol State Agrarian University, Prize winner VAMED KMB, Prize winner Wakefield District Housing, Prize winner GC Europe, Finalist Sanitas Hospitales, Finalist All of them provided good prac ces that have been documented and are available for reading in the Knowledge Base. EFQM Forum 2014 EFQM Forum 2014 Celebra ng 25 years of Excellence 20 & 21 October 2014 Brussels, Belgium All organisa ons strive to be successful, some fail, some achieve periods of success but ul mately fade from view, and a few achieve sustainable success, gaining deserved respect and admira on. The theme will be "Celebra ng 25 years of Excellence". The programme will feature keynote speakers and case presenta ons from the EFQM Excellence Award nominees focusing on how Europe's leading organisa ons sustain their success. The EFQM Forum will take place at the Dolce la Hulpe, Belgium. On 20 October, the Award Ceremony will be hosted by the AutoWorld in Brussels, one of the most splendid amongst the numerous monumental buildings along Brussels. 25

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