EFQM 2012

Introducing the
EFQM Excellence Model 2013
Matt Fisher
10
th
October 2012
EFQM 2012
EFQM Core Team
RepresentingtheEFQMAssessorCommunity:
AndrvanderGeest(PostNL)
ChristianForstner(CFYourAdvantage)
RepresentingEFQMPartners:
JuandeDiosCalatrava(ClubExcelencia enGestin)
RepresentingEFQMPrivateSectorMembers:
MiaGoetvinck(Ricoh)
RepresentingEFQMPublicSectorMembers:
AnnaBeker(Dzierzoniow TownHall)
PaulEvans(LiverpoolJohnMoores University)
RepresentingtheEFQMTrainerCommunity:
ChrisHakes(LeadershipAgenda Network)
GeoffCarter(PACEPerformance)
EFQM 2012
Whats driving change?
Speed
Risk Management
DrivingStrategy
Sustainability
Flexibility
Agility
OrganisationalDesign
LearningOrganisation
GlobalMarketplace
Talent Management
Value Chain
SocialMedia
CorporateGovernance
SocietyasaStakeholder
CoreProcesses
SustainabilityofBusinessModel
Ethics and Standards
IncreasingValueAdded
Effective Change Management
GeneratingNewValue
ScarcityofResources
Scenario Planning
Organisational Development
Work/LifeBalance
EFQM 2012
Fundamental Concepts
Representing Private Sector Members: Mia Goetvinck
Representing Public Sector Members: Paul Evans
EFQM 2012
Whats changed & why?
ChangestoTitles
TheCoreTeamidentifiedsometitleswhichwereconfusingor
notwellunderstoode.g.AchievingBalancedResults.
Wehaveproposedchangestomaketheseclearerandmore
actionorientede.g.CreatingaSustainableFuture,rather
thanTakingResponsibilityforaSustainableFuture.
Partners&Processes
Theseconceptshavebeenexpandedtocoverwideraspectsof
developingorganisationalcapabilitiesandensuringagility&
flexibility.
Partners&Processesarestillimportant;theyremaininthe
titlesofthe9Criteria.
EFQM 2012
EFQM Fundamental Concepts
EFQM 2012
Example: Developing Organisational
Capabilities
Excellentorganisationsenhancetheircapabilitiesbyeffectivelymanagingchange
withinandbeyondtheorganisationalboundaries.
Inpractice,wefindthatexcellentorganisations:
Analyseoperationperformancetrendstounderstandtheircurrentandpotentialcapabilities
andcapacitiesandidentifywheredevelopmentisneededtoachievethestrategicgoals.
Developaneffectiveandefficientvaluechaintoensuretheycanconsistentlydeliverontheir
promisedvalueproposition.
Developaculturethatcontinuallyseekstoimprovetheeffectivenessofcollaborationand
teamworkthroughouttheirvaluechain.
Ensurethatfinancial,physicalandtechnologicalresourcesareavailabletosupport
organisationaldevelopment.
Establishsharedvalues,accountability,ethicsandacultureoftrustandopennessthroughout
thevaluechain.
Worktogetherwithpartnerstoachievemutualbenefitandenhancedvaluefortheir
respectivestakeholders,supportingoneanotherwithexpertise,resourcesandknowledge.
Establishappropriatenetworkstoenablethemtoidentifypotentialpartnershipopportunities
toenhancetheircapabilitiesandabilitytogenerateadditionalstakeholdervalue.
EFQM 2012
Example: Managing with Agility
Excellentorganisationsarewidelyrecognisedfortheirabilitytoidentifyand
respondeffectivelyandefficientlytoopportunitiesandthreats.
Inpractice,wefindthatexcellentorganisations:
Usemechanismstoidentifychangesintheirexternalenvironmentandtranslatetheseinto
potentialfuturescenariosfortheorganisation.
Translatetheirstrategiesintoalignedprocesses,projectsandorganisationalstructures,
ensuringchangescanbeimplementedwithappropriatespeedthroughoutthevaluechain.
Developameaningfulmixofprocessperformanceindicatorsandrelatedoutcomemeasures,
enablingthereviewoftheefficiencyandeffectivenessofthekeyprocessesandtheir
contributionstowardsthestrategicgoals.
Usedataonthecurrentperformanceandcapabilitiesoftheirprocesses,aswellas
appropriatebenchmarks,todrivecreativity,innovationandimprovement.
Effectivelymanagechangethroughstructuredprojectmanagementandfocusedprocess
improvement.
Rapidlyadapttheirorganisationalstructuretosupporttheachievementofthestrategicgoals.
Evaluateanddevelopthetechnologyportfoliotoimprovetheagilityofprocesses,projects
andtheorganisation.
EFQM 2012
The BMW Experience
Andreas Wendt
EFQM 2012
Criteria
Representing the Assessor Community:
Christian Forstner
EFQM 2012
Whats changed & why?
Criterion9:TitleChange
ThetitleKeyResultswascausingconfusionastheword
keywasalsobeingusedtoidentifythemostimportant
resultsinallresultscriteriai.e.KeyCustomerResults,Key
PeopleResults,KeySocietyResultsandKeyKey Results.
ThechangetoBusinessResultsisaccompaniedbythe
definitionoftheBusinessStakeholderse.g.owners,
shareholders,investors,HeadOffice,Government.
NootherchangestoCriterionTitlesorCriterionPart
Titles
Changesarerestrictedtotheguidancepoints,alignedto
thenewconceptsandusingsimplifiedlanguage.
EFQM 2012
EFQM Criteria
Leadership People BusinessResults Processes,
Products&
Services
Strategy
Partnerships&
Resources
PeopleResults
CustomerResults
SocietyResults
Enablers Results
Learning,CreativityandInnovation
EFQM 2012

EFQM 2012
Example: Business Results
Excellentorganisationsachieveandsustainoutstandingresultsthatmeet
orexceedtheneedsandexpectationsoftheirbusinessstakeholders.
Inpractice,wefindthatexcellentorganisations:
Developasetofkeyfinancialandnonfinancialresultstodeterminethesuccessful
deploymentoftheirstrategy,basedontheneedsandexpectationsoftheir
businessstakeholders.
Setcleartargetsforkeybusinessresultsbasedontheneedsandexpectationsof
theirbusinessstakeholders,inlinewiththeirchosenstrategy.
Segmentresultstounderstandtheperformanceofspecificareasofthe
organisationandtheexperience,needsandexpectationsofbusinessstakeholders.
Demonstratepositiveorsustainedgoodbusinessresultsoveratleast3years.
Clearlyunderstandtheunderlyingreasonsanddriversofobservedtrendsandthe
impacttheseresultswillhaveonotherperformanceindicatorsandrelated
outcomes.
Haveconfidenceintheirfutureperformanceandresultsbasedontheir
understandingofthecauseandeffectrelationshipsestablished.
Understandhowtheirkeybusinessresultscomparetosimilarorganisationsand
usethisdata,whererelevant,fortargetsetting.
EFQM 2012
Links between Concepts & Criteria
Criterion 1.Leadership 2.Strategy 3.People
4.Partners&
Resources
5.Processes,
Products&
Services
CriterionPart a b c d e a b c d a b c d e a b c d e a b c d e
AddingValueforCustomers
CreatingaSustainable
Future

DevelopingOrganisational
Capability

HarnessingCreativity&
Innovation

LeadingwithVision,
Inspiration&Integrity

ManagingwithAgility
Succeedingthroughthe
TalentofPeople

SustainingOutstanding
Results

EFQM 2012
The Grundfos Experience
Lars Aagaard
EFQM 2012
RADAR
Representing EFQM Trainers:
Chris Hakes & Geoff Carter
EFQM 2012
RADAR
EFQM 2012
Whats changed & why?
Complex&confusing
TheadditionalbulletsthatwereaddedintotheRADARin2010added
numerousbenefitsbutaddedcomplexity.
Inaddition,thewordingoftheEnablerScorecardusedtheterm
evidence,whichmanyfoundconfusing,leadingtodifferent
interpretations.
WhatsChanged?
Thebulletpointshavebeenreducedtoasingleguidancepointforeach
attributeoftheRADAR.
Thescoringscalehasbeensimplifiedtobeconsistentineachattribute.
Thewordingreflectsthefactthatscoringisonlydoneafterallthe
availableevidenceandexampleshavebeencollected.Italsochangesthe
emphasis;itisnowuptotheapplicanttoprovetheyareaGlobalRole
Modeltoachievethemaximumscore,insteadoftheassessorshavingto
provetheyarenot.
Additionalguidancewillbeproduced,bothforassessorsandmanagers,to
ensureconsistentapplicationoftheRADAR.
EFQM 2012
Whats changed & why?
Complex&confusing
TheadditionalbulletsthatwereaddedintotheRADARin2010added
numerousbenefitsbutaddedcomplexity.
Inaddition,thewordingoftheEnablerScorecardusedtheterm
evidence,whichmanyfoundconfusing,leadingtodifferent
interpretations.
WhatsChanged?
Thebulletpointshavebeenreducedtoasingleguidancepointforeach
attributeoftheRADAR.
Thescoringscalehasbeensimplifiedtobeconsistentineachattribute.
Thewordingreflectsthefactthatscoringisonlydoneafterallthe
availableevidenceandexampleshavebeencollected.Italsochangesthe
emphasis;itisnowuptotheapplicanttoprovetheyareaGlobalRole
Modeltoachievethemaximumscore,insteadoftheassessorshavingto
provetheyarenot.
Additionalguidancewillbeproduced,bothforassessorsandmanagers,to
ensureconsistentapplicationoftheRADAR.
EFQM 2012
What is a Global Role Model?
ToscoreintothefinalboxontheRADAR,the
organisationneedstodemonstrate,using
independentevidence,thattheyareconsideredasa
GlobalRoleModel.
Thiscouldinclude:
Externalrecognitionfromareputable3
rd
party.
Beinginvitedtospeakatinternationalconferences/
educationalinstitutions.
Comparisonswithmarketleadersororganisations
externallyrecognisedasworldclass.
EFQM 2012
Example: RADAR for Results
Relevance&
Usability
Guidance
Unableto
demonstrate
Limitedability
todemonstrate
Ableto
demonstrate
Fullyableto
demonstrate
Recognisedas
GlobalRole
Model
Scope&
Relevance
Acoherentsetofresults,includingkeyresults,
areidentified thatdemonstratetheperformance
oftheorganisationintermsofitsstrategy,
objectivesandtheneedsandexpectationsofthe
relevantstakeholders.
Integrity Resultsaretimely,reliable&accurate.
Segmentation Resultsareappropriatelysegmentedtoprovide
meaningful insights.
Performance Guidance
Unableto
demonstrate
Limitedability
todemonstrate
Ableto
demonstrate
Fullyableto
demonstrate
Recognisedas
GlobalRole
Model
Trends Positivetrendsorsustainedgoodperformance
overatleast3years.
Targets Relevanttargetsaresetandconsistently
achievedforthekeyresults,inlinewiththe
strategicgoals.
Comparisons Relevantexternalcomparisonsaremadeandare
favourableforthekeyresults,inlinewiththe
strategicgoals.
Confidence Thereisconfidencethatperformancelevelswill
besustainedintothefuture,basedon
establishedcause&effectrelationships.
Scale 0% 25% 50% 75% 100%
OverallScore
Example: RADAR for Enablers
EFQM 2012
The Umicore Experience
Remy Reul
EFQM 2012
The Last Word?
EFQM 2012
Endorsement for EFQM
HermanVanRompuy,PresidentofEuropeanCouncil
"AllEuropeanorganisations,bothinthepublicand
privatesectors,arefacingnewchallenges. The
increasingpressuretocompeteonaglobalstage
withlimitedresourcesmeansweallhavetowork
togethertosecureourfutureprosperity,andthatof
generationstocome. TheEFQMExcellenceModel
providesaframeworkthatencouragesthe
cooperation,collaborationandinnovation thatwe
willneedtoensurethisgoalisachieved."
EFQM 2012
Thank You!