EFQM

EXCELLENCE
MODEL

EFQM
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EFQM 2009
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ISBN: 978-90-5236-543-5

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RadariseyourbusinessforsuccessEFQM2010

About the author

Florent A. MEYER
After a doctorate in economics and a post graduate diploma in information technologies and
one in social sciences, Florent exerted many functions in different sectors: agriculture,
industry, banking, data-processing, insurance. His broad scope of experience and interests
brought him to like holistic integrated frames of management.
He led more than ten organizations towards TQM, deployed the EFQM Excellence Model
and introduced the ISO9001, ISO14001, SA8000, OHSAS18001 norms. Some of these
organisations became showcases concerning sustainable excellence and performance
management.
Today he is involved as a consultant in breakthrough and innovation projects and promotes
sustainable excellence and performance management around the world.
To all my colleagues and coworkers for their outstanding cooperation,
To all my Business Excellence comrades for sharing the same passion,
To all my friends for their advice, help and support with much emotion,
And, last but not least, to all my enemies for their precious stimulation.

RadariseyourbusinessforsuccessEFQM2010

CONTENTS
Preface
Introduction.............................................................................................................................................................. 6
UNDERSTANDING WHATS GOING ON

There is a way from quality to sustainable excellence ................................................................................. 9

But on this way are sown traps and obstacles ............................................................................................. 11
There are thousands of management methods and technical tools....................................................... 12
But why do only consultants earn money with them? ................................................................................ 13
The unfinished loops............................................................................................................................................ 14
From EFQMs Radar assessment logic ........................................................................................................... 15
To a proactive unfolded Radar management logic ..................................................................................... 17
Continuous improvement and permanent innovation ................................................................................ 18
GENERALISING THE RADAR MANAGEMENT LOGIC 19
Radarise your customers .................................................................................................................................... 21
Radarise your partnerships ................................................................................................................................ 32
Radarise your people as a stakeholder group .............................................................................................. 40
Radarise your society stakeholders .................................................................................................................. 49
Radarise your stockholders ................................................................................................................................ 56
Radarise your leadership .................................................................................................................................... 62
Radarise your strategy development process ................................................................................................ 77
Radarise your human resources ....................................................................................................................... 93
Radarise your other resources ....................................................................................................................... 104
Radarise your intangible assets ..................................................................................................................... 119
Radarise your product innovation ................................................................................................................. 128
Radarise your business model breakthroughs ........................................................................................... 137
Radarise your processes .................................................................................................................................. 145
Radarise your permanent improvement process ...................................................................................... 154
Radarise your community or society related activities ............................................................................. 167
Radarise your customer communication ..................................................................................................... 174
Radarise your internal communication ........................................................................................................ 182
Radarise your by clients shared processes ................................................................................................. 189
Radarise your risks............................................................................................................................................ 194
Radarise your decision-making ...................................................................................................................... 203
Radarise your radarising .................................................................................................................................. 213
Radar loops systemic integration .................................................................................................................. 218

RadariseyourbusinessforsuccessEFQM2010

USING AN EXCELLENCE FRAMEWORK

221

Japanese Deming Framework ........................................................................................................................ 223

Canadian Business Excellence Framework ................................................................................................. 228
US Malcolm Baldrige Framework ................................................................................................................. 231
Australian Business Excellence Framework ................................................................................................ 234
EFQM Excellence Framework ........................................................................................................................ 237
Brazilian Excellence Framework.................................................................................................................... 240
Japan Quality Award Framework .................................................................................................................. 244
South African Excellence Framework ........................................................................................................... 246
Systemic approaches for achieving sustainable excellence .................................................................... 249
Corporate outstanding results generators................................................................................................... 251
MAKING THE DIFFERENCE

253

Boost your passion and lan and your teams ones ................................................................................. 255
Renew the culture of your organisation....................................................................................................... 257
Deal with your and your teams talents and weaknesses ...................................................................... 260
Conclusion

262

RadariseyourbusinessforsuccessEFQM2010

Preface
Executing strategy and improving an organisations performance are hot topics in
management today. In fact, we are getting overwhelmed with new management frameworks
and tools, provided by business school professors, consultants, and other professionals.
Unfortunately, many of those tools tackle the performance challenge in a too fragmented
way. What is even more important: many of these frameworks only work if a number of
implicit assumptions are met. Strategies are clear and provide a clear answer to the
challenges within the competitive environment. All employees have the freedom to share
ideas about the future of the organisation. Performance measures guide organisations from
one success to the other. But managers should first ask: Do we really have a clear and
relevant strategy? Does our organisation structure really allow bottom-up initiatives? And do
we really know what strategic performance measures are?
This book does provide you with a management framework, yes indeed, but it is different in
many perspectives. The first and maybe most important difference with traditional
performance management books is that this book is written by a practitioner, by a manager
who has been struggling with many performance management frameworks in practice. I have
been in touch with the company and the author several times, and the way this organisation
operates and is run is really impressive. As are the results the company has achieved over
the last years.
This book is different because it integrates many frameworks into a logical and consistent
whole. This is exceptional in the management world. Many authors proclaim to have written
and developed an integrated framework. The framework presented here is one of the few
exceptions. I personally find it the most integrated and exhaustive framework Ive seen so
far.
The book does not only provide you with a general framework, but it offers you a lot of
material that is helpful to start the RADAR approach yourself. In fact, this book is more
some kind of a guide that helps you to make the best of your journey to a foreign country,
rather than a traditional management book. In this particular case, the author brings a
summary of the must-do in RADAR-land, complemented with a personal impression about
the challenges associated with the various steps in the journey. The concreteness of the
book is striking, and certainly adds to its value. The honesty of the author is the other
striking feature. We hear as much about what works, as what doesnt work. And that is
again what makes this book so different and special.

Prof. Dr. Kurt Verweire

CC Entrepreneurship, Governance & Strategy
Vlerick Leuven Gent Management School
Ghent, October 14, 2004