Webinars

Question & Answers of Various Webinars of CII EXIM
Bank Award for Business ExcellenceA Compilation
At CII IQ, Bangalore, it is our privilege to present you the consolidated

list of questions that were asked by the participants in 12 webinars
conducted between 26th February10 and 15th June 10.
Kindly note that we have tried to capture all questions and given answers to
all of them. However, it is possible that some questions were not clear; hence
they have been omitted. Some of the questions were repeatedly asked in
more than one Webinar. They have also been edited and attempt has been
made to answer them only once-.- Editors
Module 0: General
1.
Why changes have been made in the EFQM Model?

Over the years many socio, economic and ecological changes have
taken place and hence the need to revise the model to ensure its
relevance and make it visible as an effective framework for
sustainability. The drivers for change have been outlined in the slide 8
of the webinar.
2.
Why fundamental concepts have been shown in couplets

pictorially?
The figure of the model along with Fundamental Concepts is to give a
symbolic presentation of an atomic structure, where electrons revolve
around in orbits. The model is central to the Fundamental Concepts
and is like Nucleus. No other significance is to be seen
3.
In slide No. 13, there are 8 elliptical tracks and on every extreme
edge of this elliptical track, some concept is written. Is there any
linkage or relation in these concepts? Please explain.
They are electron like symbolic representation (fundamental concepts),
of an atomic structure. Incidentally 8 electrons and the structure of this
atom is that of Oxygen, which is crucial for survival.
4.
Will the assessment carried out in 2010 will be based on 2010

model or 2003 model?
CII EXIM Bank Business Excellence Award Assessment
Programme2010 will be as per Excellence Model 2010. Organizations
started their journey through the earlier version can still participate and
obtain the assessment findings based on Model 2010 and use the
same for charting out future improvement initiatives.
5.
Will you please throw some light on the recognition levels?

The levels of recognitions remain to be the same and no changes are
envisaged, at this point of time, for the award programme 2010.The
details will be published in the Application Brochure 2010, which will be
available by 15 March 2010.
6.
Is this change applicable for the organisations going for

continuous award levels for lower to higher levels?
The organisations, on the excellence journey, would like to assess the
extent of progress achieved against an established framework
periodically. The framework has now been revised to make it relevant,
to the changing environment, for sustainability. Hence the model with
revisions is adopted as a framework for Award Assessment
Programme 2010.
7.
Was feedback taken from CII also in modifying the model? If so,
what about the re-ordering of the criteria and sub criteria?
EFQM sought inputs from CII and a number of inputs given by CII are
incorporated as revisions. Any feedback received from our
stakeholders now on will be collated and analysed for giving as inputs
during forth coming reviews.
8.
Does this EFQM MODEL also act as a maturity model?

Yes please.
9.
Is any common model you have come across under 2c Criteria

''Adopt effective mechanism to understand future scenarios and
manage strategic risks?
There are various methodologies and/ or frameworks are available.
Some of the examples are PEST, FIBRES, and Scenario Analysis
10.
Please expand UKEA / EEA

They stand for United Kingdom Excellence Award / European
Excellence Award, respectively.
11.
What is the aim of reducing the guidance points in enabler parts?

In practice what the excellent organisations do are given for guidance
and this should not be taken either as a checklist or considered as
exhaustive.
12.
The 2010 Excellence model being generic irrespective of sector

and size, whether the same shall be used for SME?
Excellence Model per se is the same, however,
is made simpler and the application document,
duration of the assessment etc. are different, to
to SMBs, without compromising the intent
Excellence.
13.
the models language

assessment process,
make it less daunting
and philosophy of
We need the detailed guidance points against the changes made.

This Upgrade Programme is aimed at updating various stakeholders on
the revisions to the EFQM Excellence Model 2003. The guidance
points under each sub criterion of the model, information on
assessment etc., not covered and shall be discussed during Refresher
/Assessor Training Programmes.
14.
What is good result? Is it Industry average or compared to the

best in class?
There are different levels of hierarchy for comparisons. Industry
Average is a lower level of maturity in comparison with Best in Class
15.
Can you suggest how to collate the best in class results?

No simple answer and not any one way
16.
How can organisations be made aware of all the changes or

modifications when applying for assessment this year 2010?
The applicants / practicing organisations are encouraged to visit our
web site www.cii-iq.in and click on Excellence Model 2010 Revisions
Roll out Plan to know the details. Further they are welcome to
participate in various programmes planned on the subject. Application
Brochures and Excellence Model Brochures can be by contacting <
n.deep@cii.in >
17.
It is said that this decade belongs to India. Do you believe these

changes take us in right path?
It is not clear which changes. But if you mean the changes in the
framework, then it can indeed help organisations to address the criteria
and work towards excellence.
18.
Are the participant companies also informed about these

changes in the model? It seems only the Assessors as of now!
Excellence Model 2010 Revisions Rollout Plan is uploaded on our
website < www.cii-iq.in >. All are encouraged to visit the website to
appraise themselves with the details of complete rollout plan. The
upgrade programmes are not meant for assessors alone. The applicant
organizations also can get benefited by their participation and get
reoriented in their approaches and actions.
19.
CII EXIM Bank Excellence model is now known as EFQM Model

2010. Is it right?
There is no model as CII EXIM Bank Excellence model. CII EXIM Bank
Award Programme is based on EFQM Excellence Model and continues
to be so even now.
20.
The most important ellipse is missing from the model. Is there

any reason?
The ellipse in the Model 2003 version indicated the Model was to be
used to assess the Excellence with in the context of its organisational
boundary. The intent of the Model 2010 is to address the Excellence in
the broader context of global environment, beyond the boundaries of
an organization for sustainability.
21.
Some of the new elements introduced in the model namely

innovation, effectiveness, confidence in future - could be
subjective. Since these are being published now, how would the
applicant organizations incorporate these aspects in their
applications?
We agree all the assessments have an element of subjectivity and the
assessment processes and the rigor are for minimizing such
subjectivity.
The applicant organizations are required to bring out the approaches /
practices deployed by them in respect of creativity and innovation to
achieve the results presented, over the years in the past. The
effectiveness also can be similarly brought out. The cause and effect
relationships presented would enable to develop the confidence, or
otherwise, on the sustained positive performance in the future.
22.
Is there any change in the number of pages for the document?

The maximum numbers of pages of the Application Documents to be
submitted for Award Assessment Programme remain unchanged i.e.
75 Pages for Large Business Organisations/ Operating Units and 30

Pages for Small and Medium Business Organisations
23.
Will there be a change in award criteria cut off scores?

It is premature for us to answer this question, as the Jury of the Award
takes the decisions at the Final Jury Meeting to be held some time
during October/November 2010.
24.
When new concepts are added now, how the organisation will
react for this years assessment.
The number of Fundamental Concepts remains the same. The titles
are changed and more action orientation is brought in along with better
integration with the model criteria/sub criteria. Organisations need to
capture the present status of various practices and the performance, as
required by the model 2010, to obtain the external perspective on their
strengths and opportunities for improvements, to chart out their future
action plans on their Excellence Journey.
25.
Is there a comparative study done on the final score of a company

based on earlier version and the present one?
No such information is available from EFQM as yet. CII has initiated
action in this regard and we will share the same after completion of the
activity.
26.
What is the justification of making the weightages of all the

enabling parameters same?
The writers and designers of the model must have felt that all enablers
are equally important and hence they have agreed upon equal
weightages.
27.
Is there a glossary of terms available to explain the exact

meaning of the new concepts?
Excellence Model 2010 Brochure has a section on Glossary of Terms.
28.
Is the score from previous version vis--vis new version can be

compared with some indexation?
This question has been answered already as a response for similar
question from another participant. No such information is available from
EFQM as yet. CII has initiated action in this regard and we will share
the same after completion of the activity.
29.
Since there are changes in the model, will there be a change in

date for submission of application document?
As of now, we do not contemplate any need for postponing the date for
submission of Application document for Award Programme 2010.
30.
Are assessors expected to look for more evidence now?

Objective evidence improves objectivity and reduces subjectivity of
assessment. This was true earlier and is as true in the new version as
well.
31.
From which month this version is getting into effect? What about
the organization who have started their journey through the old
version?
CII EXIM Bank Business Excellence Award Assessment Programme
2010 will be as per Excellence Model 2010. Organisations started their
journey through the earlier version can still participate and obtain the
assessment findings based on Model 2010 and use the same for
charting out future improvement initiatives in a focused way.
32.
In respect of educational model, would the same generic model

bring out the path to excellence?
The generic model designed is applicable to all sectors with
appropriate interpretations.
33.
Are there any restrictions on the number of pages in respect of

education model?
The limit on the maximum number of pages for Award Application
Document is based on the category of the organisations and not based
on the sectors they hail from. Please visit our site <www.cii-iq.in> for
further information.
34.
Are the changes we are doing here already implemented in

Europe? If yes can you share some reactions as in a no of cases
the scope changes are fundamental from assessment
perspective.
European countries are also using the revised model for the award
assessments from this year. Hence, as of now, we do not have
information on the point raised to share with.
35.
Due to these changes, will there be a need for every organisation /

corporation to apply again?
Participation in the assessments is to know the current status of

organisations excellence and use the findings to plan further
improvement initiatives/actions. Getting assessed against revised
model would throw up new perspectives for further moving ahead in
the excellence journey
36.
As per 2010 version of the Model, Ellipse is now changed to

Rectangular shape, how to interpret this change in shape of the
model? What prominent message did it convey to organization?
The ellipse in the Model 2003 version indicates the Model is to be used
to assess the Excellence with in the context of its organizational
boundary. The intent of the Model2010 is to address the Excellence in
the broader context of global environment, beyond the boundary of an
organization, for sustainability.
Further the figure of the model along with Fundamental Concepts is to
give a symbolic presentation of an atomic structure, where electrons
revolve around in orbits. The model is central to the Fundamental
Concepts and is like Nucleus. No other significance is to be seen.
37.
Why can't CII come out with a document on queries and their
resolution based on these changes?
The questions arising out of the Webinars are being collated and
responses are being mailed to the participants of the respective
Webinar. Further it is planned to share the consolidated list of
questions and the responses, after the conclusion of Upgrade
Programme webinars and Refresher Training Programmes.
38.
With these changes I see that (CII-EXIM) EFQM & (TBEM) Malcolm
Baldridge excellence models are converging. Your comment
please.
All Global Models are more or less similar. They are quite powerful
tools and different countries use different models for becoming world
class.
39.
Is enabler and result should be balanced?

If one is talking about allocation of weightages in model for Enablers
and Results, they are 50% (500 Points) each. As we all know the
Enablers cause Results and the linkages are to be understood.
40.
Will 'the balanced result' mean 'less importance' to BM?

Balanced Results mean, achieving a set of results that meet the short
and long term needs/expectations of different stakeholders and where
relevant exceed them. In other words, the results should not be skewed
in favour of any one/ limited number of stakeholders or towards short
term needs, at the expense of long term good.
41.
What are the indications of a good balance of organizational

needs and personal aspirations?
The objective of Upgrade Programme on Excellence Model 2010
Webinar is to only update the participants on the revisions to the
model 2003, as any detailed discussions on different aspects covering
Guidance Points, Assessment, Scoring etc. is not considered feasible
in such short interactions. All the questions/clarifications related to
Assessment and Scoring will be addressed in Refresher/ Assessor
Training Programmes with examples and exercises.
42.
Can the model be used to assess any type and size of industry i.e.
both mfg and service, small and large; single location and multi
location and how?
The EFQM Model 2010 is generic and applicable to all organizations,
irrespective of sector, size, type etc. However, the CII EXIM Award for
Business Excellence for SMBs is based on a simplified version, without
compromising the spirit, of the Excellence Model 2010 and is uploaded
on www.cii-iq.in.
43.
Would like you to please validate my observation that changes in

model make it more relevant to service sector companies.
The intent is to keep the revised model generic and applicable to all
organizations from all sectors, as mentioned above, by making it more
action oriented and targeted for managers.
44.
CII-EXIM award's upgraded EFQM 2010 focuses on Sustainability.

At the same time CII-ITC also adopts EFQM model. Your
Comments.
EFQM Excellence Model is a framework for managing organisational
excellence, in addition, itself being used for Award Assessment. The
focus here is achieving balanced results to meet the needs and
expectations of all its key stakeholders and exceed them, if relevant.
CII ITC Sustainability Model the emphasis is more on ecological
sustenance.
45.
How sustainability principles are integrated in excellence model?

Over the years, many socio, economic and sociological changes took
place. The basic intent of the revision is to ensure the relevance of the
model in the changing scenario and make it visible as effective
framework for sustainability. Practices and performance on those
dimensions would help to demonstrate an aspect of sustainability as
per the strategic goals of the organisation. We would discuss further on
this, in our Refresher Programme and Assessor Training Programmes.
46.
Sustainable performance depends on external and global

uncertainties. How organisations can assess and project in
realistic terms.
It is true that sustainable performance depends on external and global
uncertainties in addition to internal uncertainties. Excellent
organisations have leaders with capabilities to anticipate and identify
the trends in market place, business environment, socio economic
environment; legal/regulatory systems etc. of external, in addition to
those internal to the organisation and make the organisations flexible to
take timely decisions to adapt to the changes swiftly to achieve
Sustainable Performance.
47.
Could you elaborate what is meant by organizational capabilities

with some examples of measures of this?
48.
What could be a measure of organizational agility?

The speed with which an organisation adopts itself to the changing
environment, in timely manner for achieving set of balanced results in
sustainable manner.
49.
In view on the stress on innovation and creativity, is bench

marking not so important now?
The concept now recognizes the need to develop and engage different
stakeholders as potential sources of creativity and innovation. The
applicant organizations are required to bring out the approaches /
achieve the results presented, over the years. This in no way suggests
that Bench Marking is not necessary and should not be used for
learning and improving.
50.
The term review in old version now changed to Refinement in

2010. I feel Review includes Refinement also.
In the 2003 version of the Model, it was difficult to identify whether the
approaches and their deployment or the results emanating out of the
deployment of the approaches were being reviewed. Past experience
has shown that, this has resulted in ambiguity in certain cases, whether
action has followed the review. The word refinement is seeking an
answer whether action has followed post review. . To bring in
clarity, in the Model 2010, the term Assessment & Review has been
replaced by Assessment and Refinement.
51.
According to psychologists, after 8 to 10 yrs of age creativity and

innovation cannot be improved. How this model can help to
improve these factors?
The model envisages that excellent organizations create and nurture
ambience for promoting creativity and innovation. Each organization
needs to find ways and means to create this ambience to address the
needs and expectations of different stakeholders for sustainability of its
competitiveness and to be socially relevant, in line with the changing
environment.
52.
What is the intent of developing networks with stakeholders for

innovation? Please elaborate.
Intent is to enhance Stakeholder Value. There is no one or two line
answers for such queries. Examples are there from Tata group of
companies. Innovation and Innovativeness- the Tata Experience
shows examples from various companies and shows how networking
with suppliers, designers and prospective customers has enabled them
to become a success story. One such example is the development of
Nano from Tata Motors.
53.
Is there any particular reason for changing the weights for each
criterion and making all enablers equally important, apart from
simplification?
The model reviewers have obtained feedback from different
stakeholders, deliberated and arrived at the weightages given.
54.
In the guiding principles language is targeted to manager. What is

the reason behind it?
The model is evolved based on voice of the stakeholders. In fact, it is
generally viewed that the terms and language used in Model 2010 are
simple to understand by business managers, as this is the framework
for managing the organizations by the managers.
55.
'Creativity' in assessment and refinement - how different is this

from Innovation?
webinar is to only update the participants on the revisions to the model
2003, as any detailed discussions on different aspects covering
56.
Is there going to be any specific training for the assessors in the

area of: a) Lean thinking b) JIT/Kanban c)6 Sigma d) Bench
Marking e) BPR and many more which the assessor will be
coming across during the assessment.
Yes, we conduct programs on the topics mentioned above. Please
refer to our training calendar at www.cii-iq.in
57.
What emerging trends/ topics included Slide 9?

The emerging trends and topics referred to are: Creativity and
Innovation, Sustainability (demands for a forward view), Corporate
Governance, Organisational Agility (speed and flexibility in an uncertain
world), Risk Management, Promoting Products and Services and
Supplier Management etc.
58.
The pre requisite is that the assessed organization is also

transparent in showing the results to the team
This is a correct observation. One of the basic purposes of participation
in external assessments is to obtain an objective external perspective
of the current status of progress achieved in its Excellence Journey
and use this perspective to chalk out action plans to improve further.
This presupposes that the organisation needs to be transparent, in its
own interest to obtain objective inputs.
59.
Let me ask fundamental question... the reason behind naming the

model as EFQM in place of CII-EXIM Bank Excellence. Is it
because of the MoU with EFQM?
Like always, the model still remains to be EFQM Excellence Model.
The assessment for CII-EXIM Bank Award for Business Excellence is
based on EFQM Excellence Model. EFQM Model is the property of
EFQM and is copy right protected.
60.
What one significant should Assessor focus on transiting to

2010?
There are several significant aspects an assessor needs to keep in
mind while doing an assessment in 2010. There is a greater need to
understand and agree on relevance and quality of data, effectiveness
and efficiency of approaches, ways to assess future performance
levels and sustainability, level of maturity of enablers, good
understanding of diversity of evidence etc. to name a few.
61.
What help can we receive from CII in the area of Benchmarking in

preparing for the Award Application
This version of the model would be implemented this year, for the first
time in Europe and other parts of the world, where this is adopted.
There is no one line answer. However, we would address this question
in our forthcoming Refresher Training and Assessor Training programs.
62.
Number of guidance points are reduced from 166 to 132; does the
model contain more jargons and more consultant-friendly instead
of manager friendly.
As a matter of fact, it is the other way, as brought in Module 0 of the
Audio Visual presentation provided via web link to all the participants.
EFQM 2010 model now has simplified action oriented wording and the
Language is targeted to managers rather than consultants and experts.
63.
Going back on the soft areas, usually most of the applicants have
no documentation for such areas - so we do expect now the
applicant to have a documented strategy for all the areas?
Organizations do need some documents as appropriate for their
business for effective deployment. However, the extent of
documentation depends on the specific context and the case.
64.
Sustainability has been addressed in the model in a big way. Does

this mean that the applicant organization has to present the
results on all the criteria? Triple bottom line?
Over the years many socio, economic and sociological changes have
taken place. The basic intent of the revision is to ensure the relevance
of the model in the changing scenario and make it visible as effective
framework for sustainability. Practices and performance on those
dimensions would help to demonstrate an aspect of sustainability as
per the strategic goals of the organization. We may discuss further on
this in our Refresher Training programs and assessor training
programs.
65.
Sustainable growth and green technologies are being heavily

emphasized. Does this mean CSR has to primarily focus on these
aspects?
Focusing on green technologies is one of the many aspects of taking
responsibility for a sustainable future.
66.
There seems to be a stress on sustainability, is it because of the

global warming as a current focus?
Sustainability in the context of EFQM Excellence Model is socio
economic and ecological sustainability and not limited to environment
alone.
67.
There is a mention of 'confidence' aspects in 'future performance

results (Key content shift from 2003 to 2010) How do we assess
this?
Confidence in future aspects is to be assessed by analyzing trends and
targets, comparisons, understanding cause and effect relationships
(enabler to results, results to results), efficiency and effectiveness of
practices and approaches etc. Further, how leaders and other people
are confident that their results are sustainable and future targets would
be achieved, through understanding changes in operating and external
environment would help to assess on this aspect.
68.
How can one audit the Managing by Processes when we say it

should be strategically aligned processes using fact-based to
create balanced and sustained result, what are ways these can be
audited in SMEs? Give some examples please.
One needs to look for strategically aligned processes which in simple
terms refers to consistency in plans, processes, resource decisions,
actions, results and analysis to support key organization wide goals.
However, detailed discussions can be had during the Refresher and
Assessor Training Programs.
69.
A&R has been changed to assessment & Refinement. Does this

imply that the OFI statements for A&R will now have to be written
in an actionable style?
We agree that all OFI statements are to be written in actionable style. It
was so in the past as well now. Any detailed discussions on guidance
points, assessment and scoring is not considered feasible in such a
short duration. All the questions related to assessment and scoring will
be addressed in Refresher and Assessor Training Programs.
70.
There is a weightage given for flexibility in managing change; the

changes forced by external environment for which organisations
have to quickly adopt is appreciable; but if the changes are
because of strategic errors, this should not be considered as
flexibility. Your views on this.
We would like to add that the model also makes provision for
assessment and refinement in the RADAR which includes
measurement, learning and improvement. For addressing issues on
strategic errors the use of measurement, learning, improvement may
be more appropriate.
71.
CII has mentioned that the new model requirements would be

used from current year? Many of the applicants may not have the
data as these are to be compiled over a period. Any comments
please?
This year application documents need be in line with the requirements
of EFQM Model 2010, as with effect from 2010 the application
documents will be assessed based on EFQM Model 2010.The aspects
relating to assessment can be discussed in detail during
Refresher/Assessor Training Programmes.
72.
The emphasis for assessors to evaluate sustainability of results

has increased. Many times, this is a 'view of business' of company
management and assessors. Assessors do not know business as
well as company. Then, how do we as assessors make
sustainability assessment with confidence?
Confidence in future aspects is to be assessed by analyzing trends and
targets, comparisons, understanding cause and effect relationships
(enabler to results, results to results), efficiency and effectiveness of
practices and approaches etc. Further, how leaders and other people
are confident that their results are sustainable and future targets would
be achieved, through understanding changes in operating and external
environment would help to assess on this aspect
73.
Is there any reason for giving weightage to future plan and seeing
the flexibility of the organization?
Criteria 2 Strategy addresses how the organization develops and
implements its long, medium and short term plans towards achieving
its mission and vision. Thus, the assessment of an organization against
this criterion calls for giving appropriate consideration for the
methodologies adopted.
74.
How to measure good corporate governance?

Good corporate governance encompasses practices relating to
transparency and accountability in its dealings with different
stakeholders including society, ensuring the organizations people act
with integrity and adopts highest standards of ethical behaviour,
ensuring the fulfilment of statutory and regulatory requirements and
going beyond etc... The organisations need to develop the appropriate
matrix to assess the effectiveness and efficiencies of its practices in
this regard.
75.
The changes thought of in the model have a very wide and deep
repercussions in the assessment of an organization. It really calls
for all round examination of the performance? Comment.
Yes, we agree with you, as the model has been revised considering the
relevance in the changing socio, economic and ecological environment.
76.
So, we mainly depend on demonstrated confidence, and past

performance for assessment.
Merely looking at past performance will not do. The Cause and Effect
Relationships between Results to Enablers and Results to Results
along with the practices and refined approaches need to be also
analysed. Please read this in conjunction with Q/A 12.
77.
What are the significant changes in new model compared to old?

Broadly, the fundamental concepts with new and dynamic titles are
now richer in content and are fully integrated into the 9 criteria. The
language of the Model 2010 is simpler and more action oriented. The
new concepts which have either been incorporated or emphasized in
the model are Creativity and Innovation, Sustainability, Corporate
Governance, Organisational Agility, Risk Management, Promoting
products and Services and Supplier Management thus ensuring
relevance to socio, economic and ecological environment.
Further on titles for criteria, Policy and Strategy changed to Strategy,

Processes changed to Processes, Products and Services and Key
Performance Results to Key Results. The Guidance points have been
reduced from 166 to 132.
On weightages, all enablers are now 10 %, Customer and Key Results
are 15 % each. People and Society are 10% each. Society results are
now 50: 50, against 25:75.
The RADAR charts too undergone revisions, significantly the chart for
Results. More detailed discussions can be had in Refresher/Assessor
Training Programmes.
78.
What is meant by ''networking'' for creativity and learning?

The model recognizes that in this ever evolving world it is not feasible
for any organization to develop and sustain all the necessary
competencies and resources for creating innovative products and
services by it alone, in a cost effective manner. It thus refers to
developing networks with different stake holders for learning through
sharing and engaging them for sustainable success.
79.
Are the participating companies in the 2010 award process made

aware of the changes because they need to know it in detail to
prepare themselves as well as the application clarify?
The assessment in 2010 will be made based on the EFQM 2010
Model. These webinars are intended to create awareness for Applicant
organizations, assessors and facilitators and all other interested
parties. These will be followed by Refresher Training Programmes.
Assessor Training programs will also be based on the 2010 revisions,
now on.
80.
By replacing 'may include' by 'in practice, excellent organisations

have' are we not restricting the scope of what constitutes
business excellence?
The guidance points have attempted to compile what excellent
organizations have been found to practice. They are intended to
exemplify the meaning of the criterion part and are as guidance points
and are not to be treated as either exhaustive or mandatory. This
disclaimer is mentioned in the introductory section.
81.
The global recession affected the year 2008-09 [2nd half] as well
as 2009-10 all the companies. Some of them were severely
affected while those in Service Industries were affected to some
extent. The Business Results Criteria, do you think, will be
comparable among the business entities?
The model indicates comparisons of the key results with the similar
organizations which could be used for target setting. The selection of
the results parameters depends on the needs and expectations of the
stakeholders and the organizations strategic intent.
82.
How much an organisation will score now which had score of 500
as per old model?
Excellence Model 2010 is result of significant changes to all the three
elements viz. the Fundamental Concepts, Model Criteria and RADAR
Charts of Excellence Model 2003. Further the weightages for different
criteria, including sub criteria, have undergone changes. In the light of
all this, no categorical answer is available, either on the direction or the
extent, of possible shift in the scores of an organisation, assessed as
per Model 2003 Vs Model 2010, from any authentic source at this point
of time.
83.
Is benchmarking a compulsory attribute to show for all result

parameters in the new model?
It helps in understanding the current gaps or otherwise from the best in
class, for selected parameters. This existed in the 2003 version of the
model and it is there in the 2010 version as well.
84.
Taking responsibility for sustainable future whether it will be

taken seriously in spite ISO14001 still is a voluntary requirement?
It is becoming imperative for organisations to take due cognizance of
social, economic and ecological factors in to consideration, on their
journey for excellence, for sustainability and growth.
85.
Is it possible to give connection matrix between fundamentals of

Excellence and various sub criteria?
Please refer page 24 of the Excellence Model Brochure. It is clearly
shown how fundamental concepts are cascaded into the 9 criteria
model.
86.
During implementation of model many terms come into picture

like KBP, KP, KR, CSF will you feel this confusion will be
eliminated in this change interpretation?
The above terms are not confusing, each of them are relevant for
managing the organisations in an effective and efficient manner for
long term sustenance. Three day Assessor Workshops / Facilitator
Programmes conducted by CII Institute of Quality would provide clarity
on these and many other such terms.
87.
There is no mention about continual improvement and

sustainable improvement is only introduced? How continual
improvement is in the organisation is taken care in the Model?
Continual improvement is all pervading in the model. Kindly refer the
arrow at the bottom of the model given on page 9 of the brochure.
88.
Do you feel model will help organisations in GRI Sustainability

reporting? If yes how duplication of requirements can be
eliminated?
Both GRI and EFQM Model address the sustainability. The emphasis
in the former is more on ecology and the latter focuses on achieving
balanced performance addressing the needs and expectations of key
stakeholders.
89.
Has CDM project any impact now?

CDM Projects are aimed at reducing the impact on local and global
environment and thus support ecological sustainability.
90.
More clarity on addressing the individual business units

assessment which is part of big corporate such as PSUs should
have been made.
The Excellence Model is generic and applicable to all types of
organizations, irrespective of size, structure, type, sector etc.
91.
How do we deal with integration of various criteria?

This is a challenge. The assessors and the practising managers need
to understand the linkages between different enablers, different results
and between enablers and results to be able to deal with this issue.
After detailed assessment, Assessors are to take out themselves from
individual criteria focus and look at the maturity of the organization, as
a whole, in line with the Fundamental Concepts of Excellence.
92.
Please elaborate if corporate governance is required to be

addressed in detail in the changed Model?
Good corporate governance encompasses practices relating to
transparency and accountability in its dealings with different
stakeholders including society, ensuring the organizations people act
with integrity and adopts highest standards of ethical behaviour,
ensuring the fulfilment of statutory and regulatory requirements and
going beyond etc. The organisations need to develop the appropriate
matrix to assess the effectiveness and efficiencies of its practices in
this regard and present the same.
93.
Does the process of balancing stakeholder values in the changed

model different with the previous 2003 model?
Focus is now on developing the key set of results required to monitor
progress against the vision, mission and strategy, enabling leaders to
make effective and timely decisions.
94.
Applicant to focus more on key areas, will this be made clear to

them?
The key areas are identified in line with the strategic objectives of the
organization aligned with the vision and mission.
95.
Capabilities at organizational and individual level are introduced.

Are we looking at general capabilities, give some example?
Capabilities at organizational and individual levels are required to be
developed and sustained to ensure superior performance to enhance
sustainable competitiveness as relevant to its long term objectives. For
e.g., capabilities to work in cross functional teams, capabilities to
anticipate and address major changes in the external environment and
internal to the organization, networking etc.
96.
In Slide 47 on Capabilities (used now and future oriented), is there

a method to assess future capability needs?
Each Organization to identify its future capability needs based on its
long terms objectives, in terms of products and process technologies,
market footprints, managing people and market diversity, anticipating
and managing micro/ macro environmental changes etc. Each aspect
needs different methods.
97.
Capabilities used now are more future oriented. How can we

assess as corporate perceives is their intellectual property. Most
of the corporate do not encourage mechanism to capture
knowledge. Why does not the model give more weight to this
criteria to encourage KM?
This is ones opinion. The model is evolved based on voice of the
stakeholders.
98.
What is the frequency of the modification of the excellence model

and reasons for the same?
The revisions are considered based on the need to make the
excellence model more relevant to the changing/ changed socio,
economic and ecological environments and feedback from various
stakeholders. Hence, as such there is no specific frequency for revising
the model.
99.
What is the impact of these changes on the SMB Model?

Excellence Model per se is the same. However the model language is
made simple and the application document, assessment process,
duration of the assessment etc. are different, to make it less daunting
to SMBs, without compromising the intent and philosophy of
Excellence.
100.
In 2003 version continuous learning was given priority, whereas in

2010 version, it is missing in the fundamental concept. Nurturing
Creativity & Innovation would have been reframed as Nurturing
continuous learning, creativity & innovation?
This is ones view point.
101.
Is there an additional emphasis on proactive Risk Management

considering learning from the recent economic slowdown?
In the beginning of our presentation, it has been brought out that the
feedback from EFQM Members on emerging trends, like risk
management and sustainability, partners and assessor community
have necessitated the Board of Governors of EFQM to review the
Excellence Model 2003. Board of Governors of EFQM constituted a
team representing Key stakeholders, Academicians, Trainers etc., to
study the feedback and propose revisions to the Excellence Model
2003. The result of this is the Excellence Model 2010.
102.
Are these developments based on European Industries or Indian

Industries?
This is evolved based on the feedback from different stakeholders

using the EFQM Model, including India.
103.
In 2003 version the statements are crispy and they are easy to
understand. In 2010 version statements are elaborative and
thereby there is increase in complexity. Can you please clarify?
This is ones opinion. The model is evolved based on voice of the
stakeholders. In fact, it is generally viewed that the terms and language
used in model 2010 are simple to understand by business managers.
Further the guidance points given are what the Excellent Organizations
practice.
104.
There is difference in 2003 and 2010 version for 4e - Information &

Knowledge Management. There seems to be radical shift. Why
so?
4e, in addition to Information & Knowledge Management, explicitly
brings out the purpose of the same i.e. supporting effective decision
making and building organizational capability.
105.
What is the justification of making the weightages of all the

enabling parameters same?
The Fundamental Concepts, Excellence Model and RADAR Charts are
evolved based on inputs received by EFQM from different stakeholders
using the framework.
106.
As I understand, Sustainability and improvement in definition of

partners are good. What are your comments?
We do agree that the partnerships are to be managed for sustainable
mutual benefits.
107.
Language simplified and targeted to managers, not to the experts,

is a v good step; some of the criteria, it required lot of expertise of
the applicant to understand the intent.
This is an opinion.
108.
How the philosophy of excellence can be applied in PSU where

the decision is to be taken by delegation of power and there are a
lot of bindings as per Company/ Govt policy on taking initiatives.
Excellence philosophy can be applied in any organisation, irrespective

of the sector, it operates. It is the mindset that is required to apply the
principles of Excellence. In simple terms find newer ways of doing
things on continuous manner involving all stakeholders for the long
term good of all concerned. Leaders/Managers are to find ways to run
the organisation, with in the framework/circumstances given, and
achieve sustained superior performance. There are PSUs in India and
abroad with sustained superior performance.
Module 1: Fundamental Concepts of Excellence

1.
Explain the interlinking between Fundamental concepts and the

Model 2010. What are the logic and the rationale behind?
The Fundamental Concepts are well integrated to the Model 2010
criteria and sub criteria. The Excellence Model is a means (vehicle) to
implement the 8 Fundamental Concepts enunciated in an organisation.
2.
The relevance of fundamental concept is understood as these are

the attributes that need to be addressed by each and every
employee in each and every function wherever they are. Is it
correct?
Organisations aspire to attain the high levels of maturity on all the
Fundamental Concepts of Excellence, as enunciated. The 9 Criteria
model is a means to realise the aspirations of sustainable superior
performance.
3.
It appears that fundamental concept of leadership in now more

focused on 'Leaders and their qualities' and not so much on
leadership as a process?
Excellent Organisations have leaders with qualities, abilities and
behaviour as mentioned in the Concept. Appropriate leadership
processes are designed and managed effectively to develop the
leaders with those capabilities, attributes and behaviour. Leadership
criteria lay down what in practice excellent organization do.
4.
In Fundamental Concept 1, what is implied by 'where relevant,

exceed them? Is this not subjective and open to interpretation?
Excellent organisations though meet all the stated requirements of
stakeholders, for example regulatory and statutory requirements go
beyond them. That is going towards Stakeholder Delight beyond
Stakeholder Satisfaction. This is at the Fundamental Concept level for
Excellence Framework.
Not withstanding the explanation, all assessments have an element of
subjectivity and the attempts are to reduce this subjectivity and
enhance the objectivity in the assessment. through an accepted and
established process.
4.
How do you define integrity in the context of leadership?

This is a personal attribute and reflects the basic values of an individual
that governs his behaviour all times.
5.
Reference Fundamental Concept-1, is it necessary to have written

Mission Statement for an organization?
Written statements provide as ready reference, in cases of ambiguity
for clarification and promote uniform understanding. Such uniform
understanding facilitates alignment of individual and team efforts to
perform effectively and efficiently.
6.
Why facts dropped from fundamental concepts managing by

processes only?
It has not been dropped. The definition of this concept reads as
Excellent organisations are managed using fact-based
decision making to crate . results.
7.
The change in Fundamental concepts appears to be shift towards

more generalisations. This may lead to dilution of Excellence.
Your comments please.
Kindly read the guidance points of Fundamental Concepts once again
and you would see that each guidance point is embedded in one sub
criterion or the other. A linkage is shown on page 24 of the Excellence
Model Brochure. To reiterate, Model is a framework through which an
organisation is assessed whether the Fundamental Concepts have
been achieved!! The RADAR is a tool to assess how far the
organisation progressed in its journey towards Excellence.
8.
The Concept 1 talks about balanced set of results that meet both
short and long term needs of stake holders. But what about the
purpose it is standing for? Please clarify.
Vision of an organisation is an overarching/super-ordinate goal, the
organisation aspires to be. This is achieved through its Mission and
Values. Mission is further looked at in terms of its strategies, CSFs and
core processes. These core processes should give a balanced set of
results meeting the needs & expectations of all stakeholderscustomers, employees, employer, society, partners etc. The diagram
below is self explanatory.
Vision or Guiding Philosophy

What we want to be
Vision Framework
Core values and beliefs
Who we want to be
Purpose
What we are here for
Mission
What we want to achieve
Strategies & Plans

How we are going to achieve it
Critical success factors (CSFs)

What we need to achieve it
Core Processes
The activities we need to perform well to achieve it
9.
As social, economic and ecological factors, are also a part of

another Model of-- CII-ITCs Sustainability model, has EFQM 2010
version incorporated both now?
EFQM Model 2010 is for Organisational Excellence. Economic, Social
and Ecological sustainability are the some of the aspects addressed by
the model, in addition to many others.
10.
I think the title CSR was much meaningful than the one that is
changed now. Can you throw some more light on this as why the
need was?
This is ones opinion against what has been revised based on feedback
received from different stakeholders.
11.
In Fundamental Concept CSR has been changed to Taking

responsibility for sustainable future. So environmental aspects
should not have specific/ more weightage in society results.
The question is not clear. There is emphasis on organisations to work
towards preserving the nature through maintaining the ecological
balance, promoting inclusive growth, ensuring safe and healthy
working environment, ensuring integrity and ethical behaviour of its
people etc. The crux of the matter is not of allocating a budget for CSR
activities, but to get to the ground and ensure that the actions taken are
contributing to economic, social and ecological sustainability.
12.
Pl explains balanced set of results?

The intent is to plan and achieve a set of results that meet both long
and short term needs of the organisations stakeholders and where
relevant, exceed them. The balanced set of results is used to provide a
view of long and short term priorities for key stakeholders.
13.
What is the intended meaning of 'balanced set of results' as

outlined in new definition of Results?
The intent is to plan and achieve a set of results that meet both long
and short term needs of the organisations stakeholders and where
relevant, exceed them. The balanced set of results is used to provide
a view of long and short term priorities for key stakeholders, without
skewing in favour of one at the cost of others i.e. optimising the
outcomes to all stakeholders both in the long and short terms.
14.
Which fundamental concept will take care for latest development

in technology, QMS, FSMS, operational excellence?
The examples are: Nurturing Creativity & Innovation, Management by
Processes, Building Partnerships, Adding Value to customers, and
Taking Responsibility for a sustainable Future.
15.
Refer to Nurturing creativity and innovation. Can you explain

significance of adjective systematic before innovation?
It calls for integrating innovation into the management system and not
as one off activities.
16.
How will Creativity & Innovation in Indian Industry get matured as

there has to be lot of investments in R&D and we have to evolve
this as structured process? Is that so please?
Creativity is the generation of ideas for new or improved products,
services, processes, systems or social interactions. Innovation is the
practical translation of ideas into new products, services, processes,
systems or social interactions. Thus organizations need to evolve
practices for investing in establishing suitable ambience, to promote
and encourage creativity and innovation.
17.
Assessment of 'creativity' & Innovation from stakeholders could

be difficult. Earlier it was mainly internal to the company. Is it a
correct observation?
Organizations are to establish and manage networks to identify

opportunities for innovation within and outside the organisation by
engaging not only its people but also partners, customers and society
in generating ideas and implementing the same, to achieve the
anticipated results. This would help the organisations to provide
optimum value to its stake holders and sustainable superior
performance.
18.
While nurturing creativity and innovation through continuous and

systematic learning is the focus, how this could be done in the
assessment?
Excellent organizations in practice establish and manage networks to
identify opportunities for innovation from environment, set clear goals
and refine their strategy, use ideation (people, partners, customers,
society) as a process and turn new ideas into reality through innovation
enabling processes. Thus an ambience and culture is created and
nurtured for Creativity and Innovation.
19.
Please comment on how to project creativity in the document as

this is subjective evidence.
Please bring out how creativity is encouraged in different
areas/activities with examples, as your organization sees and
practices.
20.
How to objectively assess nurturing creativity & innovation?

The applicant organizations are required to bring out the approaches /
achieve the results presented, over the years in the past. The
effectiveness also can be similarly brought out. The cause and effect
relationship presented would enable to develop the confidence, or
otherwise, on the sustained positive performance in the future.
21.
Fundamental Concepts- Some examples on adding value to

customers be please given
Some of the examples may include building and maintaining a dialogue
with customers based on openness and transparency, involving
customers in the development of new and innovative products
/services / experiences, continually monitoring and reviewing their
experiences and perceptions, responding quickly and effectively etc.
22.
How to assess the aspect of agility of the organization?

webinar is only to update the participants on the revisions to the model

Training Programmes.
23.
How to assess whether refinement is embedded in the approach?

Not withstanding the above, please look for the changes brought in
over the time to the original approach and the triggers for the same.
This would give an idea of embedding the refinement.
24.
The Fundamental Concepts are now fully integrated with 9

criteria. What an assessor shall primarily focus on - application of
Fundamental Concepts or the guidance points.
EFQM 2010 Excellence Model is the framework for management and
assessment. The fundamental concepts are reviewed, updated and
used as the basis for the guidance points in the criterion parts of the
excellence model. While assessing an organization, an assessor keeps
in mind the intent of the Fundamental concepts as reference.
25.
One of the major revision points in this model is the integration

with Sustainability. For example, economic, societal and
ecological aspects. How is the model addressing few key points
of societal aspect such as Human Rights and Anti-corruption
policies?
The Fundamental Concept Taking Responsibility for a Sustainable
Future addresses along with others Concepts. However, we may have
a discussion on these issues during Refresher Training and assessor
training program. You may also refer to criteria, 2 and 4 please.
26.
How taking Responsibility for a sustainable future is different

from Corporate Social Responsibility? Isn't the later Concept
better known to everyone?
The Concept now focuses on taking responsibility for the organisations
conduct and activities and managing the impact on wider community
for economic, social and ecological sustainability.
27.
How does replacing 'may include' with 'in practice, excellent

organsations' is an improvement?
The guidance points in Model 2010 are drawn from the observed
practices of excellent organisations.
28.
Should 'adapt' on slide 20 be changed to 'anticipate'. Otherwise, it

looks only reactive and not proactive.
In this context, it is the ability to adapt. Ability is to be developed and
sustained. Thus action of developing and sustaining is more action
oriented and is proactive. As developing the ability, in itself, is in
anticipation of the need and hence proactive and is implicit, for leaders
to shape the future and make it happen.
29.
Fundamental Concepts are now integrated into the Criterion Parts

and RADAR. Does it mean that the responses to the criteria
requirement are to be read in conjunction? This point may be
important both for the applicant organization and the assessors.
The Fundamental Concepts revolve around the model, in other words,
the model is bound with in the ambit of the Fundamental Concepts.
Thus, wherever/whenever doubts arise; the requirements of
Fundamental Concepts prevail.
30.
How effectiveness of people alignment for achieving better

organisational goals is measured?
Aligning people to strategy could be achieved through aligning
individual and team objectives to strategic goals and ensuring they are
empowered to maximize their contribution.
.
31.
Is there any change in assessment method? Please elaborate.

The Award Assessment Process for CII EXIM Bank Award for
Business Excellence 2010 remains to be the same, as was in the
previous years. However, the issues need to be addressed during the
assessment process 2010 would include:
The need to understand and agree on the relevance and usability of
data finding ways to interview people on both effectiveness and
efficiency judging future performance of the organizations.
32.
In Fundamental concept of Excellence, change is from Customer

Focus, to Adding Value to customer can you elaborate?
Excellent organizations strive to innovate and create value to

customers, by understanding and anticipating their needs and
expectations. The Focus is now on actively engaging customers in the
product and service design and delivery processes and clearly defining
and communicating the value proposition.
33.
How Sustainability is to be understood?

Corporate sustainability is a business approach that creates long-term
wealth by embracing opportunities and managing risks for the benefit
of socio, economic and ecological sustainability.
34.
In fundamental concept 6, can you elaborate continual and

systematic innovation?
It looks for well designed and managed processes to generate
increased value and sustained levels of superior performance, by
harnessing the creativity of the stakeholders.
35.
Special emphasis is given for Personal Goals. Is there any

reason?
One of the Fundamental Concepts is Succeeding through People.
Excellent organizations align organizational goals with personal goals
to ensure success through the effective involvement and engagement
of its people.
36.
In 2003 version the result orientation towards stakeholders

whereas in 2010 it appears it is moving backwards on vision,
mission?
The corresponding Fundamental Concept in 2010 Model is re-titled as
Achieving Balanced Results. This concept seeks for achieving
balanced set of results that meets both the short term and long term
needs of different stakeholders and where relevant exceed them. Thus
the shift is from Orientation to Achieving Balanced Results.
37.
In 2003 version one of the fundamental concepts was

Management by Processes and Facts. Why is the importance of
Facts not visible in 2010 version?
The definition of Managing by Processes as per 2010 is Excellent
organizations are managed through structured and strategically aligned
processes using fact-based decision making to create balanced and
sustained results.
38.
In Fundamental concept (5), on people development, it was

mentioned succeeding through people to create a culture of
empowerment for balanced achievement of organizational and
personal goals. Can you please explain what balanced
achievement is?
39.
In Fundamental Concept 5, what is the difference between

organisational and personal goals?
Organizational goals are derived from the long term objectives/vision
and cascaded down to individuals. Thus summation of all such
individual performance targets would be either equal to more than
organizational goals.
Personal goals are ones own individual goals in line with his long term
aspirations. They need not always be the same.
40.
In concept 6 Engage all stake holders as potential sources of

creativity and innovation. Is it really possible??
Excellent organizations develop processes/practices, to engage
different stakeholders, with a belief that the stakeholders are capable of
generating and contributing new ideas for the improved performance
41.
Do we mean to say that the Concept of Excellence was not built

into the criteria earlier model?
In the Excellence Model 2010, the fundamental concepts are better
integrated.
42.
In which aspects Nurturing Creativity and Innovation is different

from Continuous Learning, Innovation and Improvement? While
implementing at grass root level, which factors an organization
should focus prominently?
The Model 2010 version spells out that excellent organisations
establish and manage networks to identify opportunities for innovation
from environment, set clear goals for innovation, refine their strategy,
use ideation (people, partners, customers, society) as a process, turn
new ideas into reality through innovation enabling processes. All this is
a part of nurturing ambience for creativity and innovation.
43.
How does one differentiate between creativity & innovation,

particularly w.r.t A&R?
Creativity is the generation of ideas for new or improved products,

services, processes, systems or social interactions. Innovation is the
practical translation of ideas into new products, services, processes,
systems or social interactions
44.
One of the fundamental concepts says that leaders should lead

with vision, inspiration and integrity. What matrix will determine
integrity?
Leaders of excellent organizations champion the organizations values
and are role models for integrity, social responsibility and ethical
behaviour, internally and externally.
45.
Many Indian organizations are managing key processes as per

collaborators technology and change in process is not allowed
by collaborator in those processes. How an organization can
pursue continual improvement in those processes?
One of the Fundamental Concepts of Excellence is, Nurturing
Creativity & Innovation. Excellent organizations generate increased
value and levels of performance through continual ..
of their stakeholders
46.
In the fundamental concept 2 actively engaging customers in

products and service design processes. How it is practically
possible?
Excellent organizations develop processes/practices specific to their
line of operations to engage customers at different stages of
product/service development and delivery.
Module 2: The Excellence Model

General
1.
Please elaborate on integrating the model and the fundamental

concepts of excellence taking 1 sub criteria like 2b and explaining
about various fundamental concepts.
You may like to refer the relevant slide in the PPT supplied to you,
under the title Integrating the Model and the Fundamentals Concepts
of Excellence.
2.
Explain end to end management beyond the classic boundaries of

the organization.
One of the fundamental concepts of excellence of the Model 2010 calls
for the organizational culture that strives for economic, social and
ecological sustainability. This implies that the organization needs to
have full understanding of the impact its business has, not only on its
immediate known stakeholders like customers and suppliers, but
beyond them extending to suppliers supplier, customers customer,
disposal of products beyond the life cycle etc., and manage
sustainability.
3.
Why change in the weightages for different criteria?

Excellence Model has been reviewed taking in to consideration the
views expressed by different stakeholders to make it relevant to the
changing Socio, Economic and Ecological environment. The outcomes
of such a review are the changes to the Fundamental Concepts,
Excellence Model and RADAR Tools.
4.
Why equal distribution of points except customer and key result?

The model recognises the importance of Customers and the impact of
their loyalty on the sustainability of an organisation. Further, Key
Results refer to achieving what is aimed for in the strategy by the
shareholders and owners of the organisation and hence the given
weight age of 15%.
5.
CSR 50:50 % distribution - how to look for this result area during
our assessment. Some short review?
In the case of Society Results the revised model allocates 50% for
perceptions and 50% for performance indicators as against 25% and
75% respectively in 2003 model. This is due to the recognition that the
effectiveness of actions, in case of society results, is as crucial as that

of efficiency for sustainability of the organisation.
6.
Will the 5 years window for each sub criteria will remain?
5 years interpretation was a combination of three time zones: past,
present and the future-- past 2 years, present year and next 2 years.
Model does not give any guidance on this, excepting that sustained
performance for at least 3 years is to be viewed while scoring.
7.
Value Proposition is grossly misunderstood. Do we talk of the

Value in terms Q C D S only? Secondly what about the
relationship of communication, future enhancement of the
product etc.?
As the customers and suppliers move to higher levels of maturity
continuum, QCDS parameters become datum line and non negotiable
requirements. For the customers the Total Experience (covering pre
and post purchase phases including the lifecycle use of the product. its
disposal etc.) as perceived by them becomes a value. This is a
differentiator/USP of the supplier and excellent organizations effectively
communicate and leverage these as their competitive advantages and
growth.
8.
If we would like to enhance the company's annual target to 30%,

which enabler (criteria) should be given more focus?
No one single answer. It is specific to the given situation of an
organization. For example, Enhancement of revenue can be achieved
either through organic or inorganic ways. In case it is organic way,
the issues to be focused could be availability of Customer Orders,
availability of appropriate product(s) the market demands, the capacity
constraint to meet the demand, lack of cost competitiveness or product
quality etc. that come in the way of enhancing the turnover. There
could be many more such situations either singularly or in combination
of more than one. Based on the situations the enablers need to be
addressed that are relevant to the organisation. Similarly if the
organisation chooses inorganic growth there will be a host of issues
related to this strategy to focus on.
9.
Why have you made all enablers equal weightage?

EFQM captured the voice of the stakeholders (members, learning
networks, emerging trends in management methods, insights from
conferences, Assessor communities, local partners, feedback from EU
and the relevance to Socio Economic and Ecological Environment to
make the Model visible as a framework for Sustainability. This resulted
in the equally balanced weightage for the Enablers.
10.
Weightage for society result has been increased from 6 to 10%.

Integrity and relevance of parameters for society results are weak
in much Indian industry; moreover customer focus is key to
excellence in much Indian industry, where weightage has been
reduced. Will it be suitable for excellence journey for Indian
industry?
Based on the stakeholders voice this was done.
11.
The revised wordings indicate that Vision is broader than Mission

and that Policy follows Strategy. Please confirm.
As per the Glossary of terms, Mission describes the purpose of the
organization as confirmed by its stakeholders, while Vision is intended
to serve as a clear guide for choosing current and future courses of
action. Vision along with the Mission form the basis for Strategies. The
strategy is a high level plan describing tactics by which an organization
intends to achieve its Mission and Vision. Policies support strategy
implementation.
12.
It seems some bullets are changed in 6a, 7a, 8a: Is it now

necessary to redo the surveys if already done.
A clear move was made from a list of examples of measures in the
Results criteria to a more generic description of the types and fields of
performance. In simple terms, the organizations now need to select
parameters which demonstrate relevant efficiency and effectiveness
data in 6b, 7b, 8b and effectiveness data in 6a, 7a, 8a and choose
methodologies to do so.
13.
What is the difference between service value and service delivery

results?
Product/Service value is what the customer experiences or perceives.
Service delivery is also the perception of the customer (quality,
timeliness, ambience etc.) and also can have internal performance
indicators (response times, unfulfilled promises etc.)
14.
Could you explain/elaborate slide #73?

One of the aims of this revision of the EFQM Excellence Model was to
achieve a full integration of the Fundamental Concepts of Excellence
and the framework of the Model. The fundamental Concepts were
reviewed and updated first and these were used as the basis for the
guidance points in the criterion parts of the EFQM Excellence Model. In
some cases, the text from the Fundamental Concepts is repeated in its
entirety in the relevant criterion parts (cross and colored). In other
cases, the text from the Fundamental Concepts has been adapted to fit
the specific context of the criterion part (only cross).This is illustrated in

the slide no 33
15.
How much an organisation will score now which had score of 500
as per old model?
Excellence Model 2010 is result of significant changes to all the three
elements viz. The Fundamental Concepts, Model Criteria and RADAR
Charts of Excellence Model 2003. Further the weightages for different
criteria, including sub criteria, have undergone changes. In the light of
all this, no categorical answer is available, either on the direction or the
extent, of possible shift in the scores of an organisation, assessed as
per Model 2003 Vs Model 2010, from any authentic source at this point
of time.
16.
Is it necessary to measure engagement level of stakeholders?

The organization may choose this as a measurement parameter
depending on its strategic intent.
17.
Considering that the organisation should be flexible, if the

deployment of an approach towards an enabler is flexible, will it
still qualifies as an approach?
Flexibility refers to, among other things review, adapt and realign the
direction of the organization where necessary, ability to make sound
and timely decisions and managing changes.
18.
What percentage of model requirements will be addressed under

well designed QMS of Organisation?
It is difficult to answer, but having said that effective implementation of
QMS with proper audits can help an organisation to at least address
about 15-20%. This is what we have said in our training programmes
as well.
19.
While the model now seeks Strategic results, how and in which
criterion, the operational results are expected to be addressed by
the applicant?
Kindly be informed that all key results pertaining to customer, people
and society need to be addressed in Criteria 6, 7and 8 respectively.
With regard to financial and non financial operational parameters need
to be addressed in Criterion 9.
20.
Why the requirements of applying any system standards like

Quality Safety, Health etc is removed? Is it because focus is on
process approach or current certification status of the
organisations?
Neither anything been removed nor anything been prescribed by the

Model. What is important to understand is management systems like
QMS, OSHAS, EMS, etc., are tools to achieve the strategic results that
an organisation is striving for.
21.
What are Key Results within Cr 6-7-8?

An organisation has a strategic focus based on a set of key results.
These key results pertain to various stakeholders (customers,
employees, society, investors, partners etc.). The strategy should focus
on them in a balanced manner. They should be addressed in Cr. 6, 7, 8
and 9 respectively.
22.
Why process is given reduced weightage i.e. 10% whereas this is

the weakest enabler in several organisations
As said earlier, all enablers have equal weightage. Processes emanate
out of strategy and strategy is formulated based on several factors
perceptions of stakeholders, internal performance and external
environment. The better you are able to map these; the robust would
be your processes.
23.
What is beyond classic boundaries as mentioned in Managing by

Process?
This implies that organisations need to take into account the impact of
the product and service on economic, societal and ecological
sustainability, through its life cycle use and beyond. This calls for even
considering aspects beyond the classic boundariesi.e., from
suppliers supplier, customers customer and beyond. It implies that an
organisation shall have to operate keeping in mind the global
perspective and should not restrict to its limited organisation alone.
24.
Targets are agreed and defined with key stakeholder- kindly

elaborate
It is the prerorogative to discuss only relevant portions of their strategic
plan with relevant stakeholder, so that he/she is also geared up to
come upto the expected levels. It is well known that the individuals who
become part of decision making process will own the decision and
accordingly become willing players to realise the anticipated outcomes.
25.
Cr. 6-9 says 'develop and agree'. Agree with whom?

With all concerned.
26.
Is the word ''continuous learning'' subsumed in the concept 6 ''Nurturing creativity and innovation'', can we infer that?
They are different.

27.
Opening statement in 2003 version of the model includedthis

may include... Now this has been replaced with in practice
excellent organizations... Does this show mere generic nature of
the model?
Although the old phrase may include is now systematically replaced
by in practice , these guidance points should not be considered
either as a checklist or mandatory practices or approaches. They are
neither to be treated as comprehensive and exhaustive. They serve as
a generic list of practices from real life cases...
28.
Can you elaborate how approaches are designed to ''mange

changes in the environment''?
Excellent Organisations establish methods to anticipate changes with
in and external to the organisation that would impact their performance.
The approaches are chosen as appropriate to cope with the changes.
29.
In case of specific tailor made products, is the process bench

marking sufficient with the previous experience?
The question is not clear on what aspect is being referred here. Is it
about benchmarking of product development process or product
realization process or product delivery process or product disposal
process? The answer for this cannot be given in one or two sentences.
30.
In case of specialized product, how will one go for benchmarking?

Benchmarking of products goes beyond the product specifications. It
could cover aspects like maintainability, reliability, life cycle cost,
impact of the product on ecology and society through its life cycle etc.
In view of this, one can identify products very close or similar to the
product under consideration and choose appropriate parameters for
benchmarking to start with.
31.
What are the evidences needed to show time to market precisely?

Response to this needs detailed one to one discussion as the query is
broad based.
32.
Under people focus how to assess the balance between aspiration

and expectation with their commitment and engagement?
The question is unclear..
33.
In enabler chart, it is suggested to assess ''Use of creativity to

generate new / changed approaches What is needed to be
clarified & verified against this during assessment?
Changes to the approaches or new approaches can be brought in
either through learning from the measurement and analysis of the
performance or inputs from external sources or totally from new ideas.
This is the aspect to be assessed.
34.
How corporate governance (other than routine reporting) can be

made explicit during assessment or site visit?
Corporate Governance goes beyond routine reporting as required by
law. The practices adopted by the organization to promote
transparency and timeliness in sharing information with all relevant
stakeholders, to ensure effective functioning of various subcommittees
of the management and their autonomy, in dealing with public
grievances swiftly etc., to mention a few.
35.
5e How to evidence openness, transparency in education sector.

The methods adapted to evidence openness, transparency are the
same, irrespective of the sector, excepting the aspects specific to the
sector.
Criteria 1
36.
Leadership Definition: Anticipate and react. Wouldnt pro-act or

act be more appropriate?
Any action in response to a situation (either anticipated or identified) is
known is a reaction, while anticipation itself is proactive action.
The Fundamental Concept Corporate Social Responsibility is retitled as Taking Responsibility for a Sustainable Future. The Concept
now focuses on taking responsibility for the organisations conduct and
activities and managing the impact on wider community for economic,
social and ecological sustainability.
37.
What is the need of Adding Ethics in 1(a)

It was there earlier also, probably brought out more explicitly in view of
certain developments across the globe over the years.
38.
Can you clarify which factors to be considered in external

environment as mentioned in sub criteria 2a?
This Upgrade Programme is aimed at updating various stakeholders on

the revisions to the EFQM Excellence Model 2003. The guidance
points under each sub criterion of the model, information on
assessment etc. not covered will be discussed during Refresher
/Assessor Training Programmes.
39.
Policy is an important aspect in any management. Why remove it?

Were there any misconceptions?
The feedback to EFQM from various stakeholders indicated confusion
regarding the definition of the word Policy. Organisations realise their
Vision through short and long term strategies. In view of this, it was
considered that the word Strategy is more appropriate and understood
easily and therefore, EFQM chose to adopt the title accordingly.
.
40.
We see sample guiding points in Criteria 1a. All other criteria will
have suitable bullets? (Guiding points)
Yes. The guidance points against each sub criterion are detailed in the
Excellence Model 2010 Brochure.
41.
In slide 41 explain difference between pts 3 & 5

In point no 3, the intended practices of the leaders of an organization
are described. In case of point no 5, it calls for how leaders ensure
their people to act.
42.
Cr.1 Leadership, we used to look for the involvement of people in

developing Vision Mission Values, the current sub criteria
guidelines does not explicitly mention this now, it is talking more
about sharing the same once developed. Your views please.
While this is not explicitly mentioned in Leadership criteria, it however
mentions shared leadership culture, which implies intense people
involvement.
43.
Can you please explain the key changes to assessment of

leadership in the revised model?
Assessors are to look for evidence of leaders as Drivers of
performance. Their engagement level with stakeholders and how
they promote transparency, their flexibility and decision making
capabilities are also some of the key focus areas the assessors need
to look for.
44.
How to assess the ''Timeliness'' of the action taken by leaders of

the organization?
It is the speed and timeliness of decision making and implementation of

decisions, with an understanding of the drivers of change, for
sustainable success.
45.
Leadership communication appears to be missing unless sub

criteria 3d include top management communication process.
Managements CSR commitment is not emphasized in the sub
criteria.
Leadership criterion explicitly mentions that leaders of excellent
organizations set and communicate a clear direction and strategic
focus to shape the future and make it happen. Yes, 3d also covers
effective communication needs throughout the organisation, in the
context of organisations people.
1c emphasizes on leaders establishing approaches for engaging
society, in generating ideas and innovation, for anticipating and
responding to the different needs and expectations of the society, as
well.
46.
Please explain how the Leader will ensure the organisation is

flexible & manages changes effectively in 1e.
Leaders in an excellent organization manage changes by
understanding the key drivers of change and demonstrating their ability
to make sound and timely decisions. They also remain flexible to adapt
and realign the direction of their organisation when necessary, based
on periodic review of internal and external environment and the
possible impact on the sustainability
47.
How is leadership more dynamic now than the earlier model?

Leadership in Model 2010 is defined as, Excellent organisations have
leaders who shape the future and make it happen, acting as role
models for its values
....to ensure the on
going success of the organisation Thus it can be seen the role of
leaders is more direct involvement and taking ownership.
48.
Change from role model to ethics (with emphasis). How do we

present in the application document?
There is essentially no change in the intent of the 2010 version.
Leaders need to act as role models for the values and ethics the
organisation aspires for.
49.
Please clarify how the leaders engage with stakeholders
The guidance points make it amply clear.

50.
Is this model anticipating the involvement of employees in

formulating Vision and mission and strategy?
We talk in terms of evolving a shared vision, mission and values. In its
absence there is hardly any visibility of ownership of the above and its
implementation.
51.
1e Says '' Leaders ensure that the organisation is flexible. How to

assess it?
It is not the organisation that is flexible. It is leadership that should be
flexible in the deployment of various approaches, as appropriate with
the anticipated changes/ changes taking place to ensure sustainable
success.
52.
Leading with Vision ------Excellent organizations have leaders

who shape future ------. Does this mean that the organizations
those have born leaders only lead path of excellence.
The meaning is quite clear. Details can be discussed in Assessor
Training programmes.
53.
When assessing Leadership criteria, we need to find out how

leaders promote transparency, flexibility, decision making
capability, and act as role model, etc., or culture of excellence
within the organization. Please guide
Any detailed discussions on guidance points, assessment and scoring
is not considered feasible in such a short duration. All the questions
related to assessment and scoring will be addressed in Refresher and
Assessor training Program.
54.
What is the meaning of ''Engaging with external stakeholders'' in?

Leadership 1c?
How leaders are personally involved with external stakeholders and
what input they bring into the organisation for use to
modify/refine/improve their strategy/ processes/products etc. to
enhance stakeholder engagement with the organisation.
55.
Leadership communication appears to be missing in Cr. 1, but

appears in 3d
It is there. Please go through Cr. 1d.
56.
What will be major focus in assessment of leadership criteria

requirement?
Leaders . Set, Shape, Share and Make
it Happen. Assessors would see whether leaders set the path, shape
the path for the organisation and ensure that it is taking place.
57.
What is a ''shared leadership culture?

Any detailed discussions on guidance points, assessment and scoring
is not considered feasible in such a short duration. All the questions
related to assessment and scoring will be addressed in Refresher and
Assessor training Program.
58.
What is the intent of adding value and ethics for leadership?

The leaders are required to shape the future and make it happen,
acting as role model for the organisational values and ethics. This is to
inspire trust at all times and obtain willing involvement; cooperation and
contribution to ensure achievement of organisations objectives.
59.
On leaders making the organization flexible, how are assessors

expected to assess? What should they look for during an
assessment?
Flexibility refers to reviewing, adapting and realigning the direction of
the organization where necessary and managing changes, while
inspiring trust at all times. Assessors can seek examples of major
decisions taken having organization wide impact and the way they had
gone about.
60.
The 2010 model talks about Leading with Vision, Inspiration &
Integrity versus Leadership & Constancy of Purpose in 2003
version. Can you elaborate the difference?
Leading with Vision, Inspiration & Integrity envisages that Excellent
organizations have leaders who shape the future and make it happen,
acting as role models for its values and ethics, They set and
communicate clear direction and strategic focus, demonstrate ability to
make sound and timely decisions (by being flexible to review and
realign the direction of the organization, while inspiring trust at all
times) to inspire people and create a culture of generation and
implementation of new ideas for improvements.
Thus one of the major differences is, leaders ability to be flexible to
review and take sound and timely decisions and realign the direction of
the organization, inspiring trust at all times.
61.
What is the difference of definition for Leader mentioned in 2003

and 2010?
As per 2003 version of the model, Leaders are the people who coordinate and balance the interests and activities of all who have a stake
in the organization, including the executive team, all other managers
and those in team leadership positions or with a subject leadership
role.
As per Model 2010, Leaders are the people who co-ordinate and
balance the interests and activities of all who have a stake in the
organization.
62.
As per sub Cr. 1e '' Leaders ensure that the organisation is

flexible. How to assess it?
Sub criteria 1e of the model seeks that leaders are to be flexible to
review, adopt and realign the direction of their organisation, when
necessary, inspiring trust at all times. Assessors are to seek
information on certain major changes that have been effected and how
they have been effectively managed through enlisting the support of its
people.
63.
How to give objective evidence for role models in 1a during

evaluation?
The organization can give examples of how its leaders demonstrate
through their behaviour and actions for the values they live and expect
others to emulate. This is a soft aspect and is to be gauged by the
assessors during site visits through interactions with a cross section of
employees, ambience of the organization, behaviours observed etc.
.
Criteria 2
64.
Please explain role of Strategy in 2010 version.

A high level plan describing the tactics by which an organisation
intends to achieve its Mission and Vision
65.
There is confusion in the inclusion of the word ''Policy'' in criteria

4 even after being removed in criteria 2
The realization of mission and vision of an organization is achieved
through strategy/strategies. Policy provides framework to support
implementation of Strategy. Thus use of policy in criteria 4 or in any
other criteria is to be viewed in this context.
66.
Strategy is an action. Policy is a principle. Any comment?

through strategy/strategies and Policy provides framework to support
implementation of Strategy.
67.
What is the focus on Framework of Key Business Processes

under the new version?
Framework of Key Business Processes is to deliver the strategy in a
way that adds real value for the stakeholders
68.
In the new excellence model what is the significance of key

process framework and its linkage with CSF and strategies to
deploy them as in the earlier version?
In the new version (as you will see in the Excellence Model Brochure),
two guidance points in 2d say that organisations should deploy
strategy. in a systematic manner to achieve the desired set of
results. For this, they should maintain and align a structure and a
framework of key processes to deliver their strategy in a way that it
adds value to its stakeholders, achieving the optimum balance of
efficiency and effectiveness.
69.
In Strategy (2a), which characteristic of an organization should

focus while understanding External Environment?
Our understanding of this question is: What are the characteristics that
an organisation should focus on while understanding EXTERNAL
Environment? It is in respect of external environment to the
organisation. i.e., Excellent organisations
1. identify, analyse and understand external indicators such as
economic, market and social trends,
2. understand and anticipate the long and short term impact of
changes to relevant political, legal, regulatory and compliance
requirements
The exercise is to Identify, understand and anticipate opportunities
based on other external information and analysis for leveraging the
same to develop strategies for realising sustainable superior
performance to address long term stakeholder needs.
70.
Under Policy (Criteria 2), normally Policy is a structured written

document. When you remove this word, how exactly this meaning
is included in Strategy or excluded. Please Clarify.
Policies support the realization of Strategy.
71.
The model calls for the 'Strategy' to be clearly understood by one

and all and be reflected in the Targets and goals. While this is
usually available for 'Sales' & Production, how does one get data
for soft areas like Society, People etc?
The strategies of excellent organisations are aimed at achieving
balanced results in respect of all their stakeholders. Unless the
organisations define what they aspire to achieve and make all the
concerned understand, they would not be able align the actions and
track the progress towards realising the same. Trends, Targets,
comparisons on 7b, 8b coupled with analysis of 7a and 8a would
provide inputs. However these are not al.
Forward looking plans, approaches to support these plans and analysis
of cause and effect relationships need to be carried out by the
assessor to capture information on the subject aspects. Additionally,
these data could be obtained from surveys, focus groups meetings,
reports etc.
72.
Want to know what are the major changes in policy and Strategy?
The title has been changed to Strategy. There is now a clear
understanding of the external environment and emphasis on internal
capabilities. Sustainability is built into the strategy and linked to results.
73.
Is 2C criteria linked with vision mission and concept of excellence

being heart of the model?
Yes, 2c is linked to Vision and Mission. It calls for identification and
understanding of Key results required to achieve Mission and evaluate
progress towards Vision and strategic goals. Understanding future
scenarios, Managing strategic risks and ensuring economic, societal
and economic sustainability are also explicit in 2c.
74.
It seems target setting process has been shifted to result area as

is evident from the detailed definitions given under the criteria 6
to 9. This was earlier asked for in the 3rd guiding point in cat 2d.
Criterion 2d still specifies the practice of establishing targets based on
comparison of their performance with other organizations, as
appropriate, to realise the Mission and Vision.
75.
How sustainability is judged in Cr. 2 Strategy?

Sustainability is to be built in to its strategy and extent of achievement
is reflected in different Results Criteria
76.
Cr 2d key processes are now only ''processes'- any thought

behind this?
Criterion 2d seeks the practice of maintaining and aligning an
organizational structure and a framework of key processes.
77.
Strategies: 'direct link to processes' removed and linked to

results. Is process management diluted?
The new focus of criteria 2 are on a more clear understanding of the
external environment, emphasis on internal capabilities, taking due
note of societal and ecological sustainability in the strategy, linking
these to results and timely refinements of strategic choices. It would
not be appropriate to say process management is diluted. Rather 2d
calls for maintaining and aligning an organization structure and a
framework of key processes to deliver their strategy, while maintaining
optimum balance of efficiency and effectiveness.
78.
In Cr. 2d Framework of key process has been replaced with plans,

processes and objectives. , while slide no 44 (Strategy key
content shift) says that the direct link to processes is removed
while making more explicitly the link to results. Please elaborate
it.
The organizational structure and framework of key processes are
aligned to deliver the strategy of an organisation. The strategy is
deployed through the supporting policies and processes to achieve the
desired set of results
79.
In enabler 2, (P & S,) the Policy word is removed and only

Strategy is there, what is logic behind that?
The feedback to EFQM from various stakeholders indicated confusion
regarding the definition of the word Policy. Organisations realise their
Vision through short and long term strategies. In view of this, it was
considered that the word Strategy is more appropriate and understood
easily. EFQM chose to adopt the title accordingly.
80.
In Slide 22. While the importance of processes in delivering the

strategy is understandable, the sentencewith end to end
management beyond the classic boundaries of the organization is
not understood.
sustainability, through its life cycle use and beyond. This calls for
considering aspects beyond the classic boundariesi.e., from
suppliers supplier, customers customer and beyond.
81.
Does the new model ask for more involvement of customer in
formulation of strategy, if so it can be in limited way only? Is that

so?
The model is generic and expects the excellent organisations to draw
upon the needs and expectations of existing/prospective customers
and evolve appropriate strategy, through their engagement. Such
engagement would improve the authenticity of the inputs gathered and
the understanding, which in turn helps in effective strategy formulation.
82.
There has been an addition of external environment with needs &

expectations of stake holders in criterion 2a of new model. What
additional areas it may include?
It may include external indicators, such as economic, market and
societal trends and also the long and short-term impact of changes to
relevant political, legal, regulatory and compliance requirements etc.
83.
Some criteria titles have been changed, e.g., P&S to Strategy,

Processes to Processes, Products & services etc. Whether the
criterion focus will also change?
Please refer to Excellence Model 2010 Brochure for details of criteria
requirements.
84.
Definition, Implies Policy to deliver strategy. In 2003 model, it was

strategy to deliver policy- any intended difference?
through Strategy/strategies and Policy provides framework to support
implementation of Strategy.
85.
What are major changes in Policy and Strategy?

The title has been changed to Strategy. There is now a more clear
understanding of the external environment and emphasis on internal
capabilities. Sustainability is built into the strategy and linked to results.
86.
Why in 2d, the implementation through the framework of key

processes has been changed to implementation only?
Please refer to guidance point 3, under 2d.
87.
Any difference between required outcomes and desired set of

results in 2d?
2d is Strategy and supporting policies are communicated,

implemented and monitored. In practice, excellent organizations,
Define the required outcomes and related performance indicators and
establish targets based on comparisons of their performance with other
organizations and the Mission and Vision.
The required outcomes are defined by the organization, as per their
long term objectives in line with the Mission and Vision and appropriate
strategies are developed to realize the same. Strategies and
supporting policies are deployed, to achieve the desired set of
outcomes through defined performance indicators with appropriate
targets. Results are used to review the progress of the achievement of
outcomes.
Criteria 3
88.
There seems to be also shift in 'Intent' of Sub-criteria 3 apart from

'Content' shift. Any comment?
We agree with your observation. The shift in the intent along with
content is visible through all the three elements, i.e., The Fundamental
Concepts, The Model and RADAR.
89.
Does a people plan mean manpower plan? Throw more light on

structured and strategically aligned processes. Will sustainability
reporting become imperative for excellent companies?
People Plans do include manpower plans, but not limited to Quantity
alone. The processes are to be designed with clearly defined methods
of performing, the measures of performance (serving as check points)
forming part of a process and the Performance outcome out of all such
activities (management point). The processes so developed need to
support achievement of short and long term strategies for realising the
long term objectives.
90.
In Criteria 3b - What is the difference in competency and

capability as it is seen here?
Competence is the ability to perform specific task, action or function
successfully. Capability is the ability to perform actions.
91.
Explain People plans support the organisations strategy. I am an

IT individual may plan for BCP while organization top
management is far way from IT BCP?
People Plans here means it is the organisations plans in regard to its
people to support its strategy for achieving vision. Excellent
Organisations align various initiatives towards achieving the vision. If
BCP is considered as a non priority initiative by top management, at
the given point of time, an individual can do nothing about it.
92.
Under ''succeeding through people'', how does the criteria

explains networks.
Networks in general can be a medium to learn and share knowledge,
promote teamwork, create a sense of belongingness etc. All these can
be harnessed for the enhancement of organizational performance.'
93.
What could be leading

engagement of people?
indicators
for
commitment
and

94.
One of the points related to people results is ''getting

commitment. How is this assessed as a perception?
The definition of People under criteria 3 includes building
commitment. The list of examples in the results criteria have now been
done away with. The Results (6-9) now have groupings to illustrate
types and fields of performance. The combined effect of positive
perceptions on these groupings in 7a could lead to commitment.
However, we would address questions on Assessment in Refresher
Training and Assessor Training programs.
95.
Give some guidelines how to assess the Peoples alignment with

strategy?
Aligning people to strategy could be achieved through aligning
individual and team objectives to strategic goals and ensuring they are
empowered to maximize their contribution. However, more on
Assessment can be discussed in our forthcoming Refresher Training
and Assessor Training programs.
96.
In Cr. 3b, competency is replaced by capabilities. How this is to be

assessed?
Competence is all about demonstrated ability to apply knowledge and
skills to perform specific task, action or a function successfully by
individuals. On the other hand, the capability is the ability of the people
to
realize
the
desired
outcomes,
even
in
unfamiliar
situations/conditions, through the application of integrated skills and
knowledge. It is the summation of the competencies of the
organisations people that determine the capability of the organisation,
to realise the results. Thus the focus is to enhance and sustain

organizational capability to realise the strategy, in future as well.
97.
Explain work life balance (slide47)

Work life balance refers to a balanced and mutually beneficial
achievement of organizational and personal goals through an
organizational culture. Guidance points on excellent practices related
to creating such a culture are provided in criteria 3.
98.
Kindly clarify the meaning of ''Work Life Balance'' and ''mutual

support and care''. (slide No. 47)
Work Life Balance is creating a balance of achieving the
organizational Objectives, while meeting the personal expectations and
aspirations. This facilitates long term commitment and engagement of
people.
Mutual support and care deals with shared concerns between
individuals and team. Please refer 3e. More on this can be discussed
in the refresher / assessor training program.
99.
One of the bullet points in 3c talks about creating a culture of

Entrepreneurship, how do you measure this apart from
perception?
Generally every employee joins an organisation with a view to
contribute to the growth of the organisation and grow himself.
Organisation is to create the culture that facilitates the employees to
realise their full potential and contribute to the success of the
organisation, with new ideas.
100.
What is the difference between dialogue and communication in 3d

Criteria?
You communicate when you want the target audience to know
something
(e.g., a decision, instructions, information sharing etc.).
You engage in a dialogue to solicit views, opinions and feelings.
Communication can be one-way phenomenon, where as the dialogue
is a two way phenomenon.
101.
In slide 45, the model speaks about how employees are cared. I
feel it is not focusing on how employees are behaving.
An organisations HR policies, IR and other Disciplinary related issues
would take care of employee behaviour.
102.
In slide 47, continuous learning and training seem to be not

adequately stressed? In slide71 on results, key shifts are clearer
and relevant.
They have been emphasized in the Model. Please read the Excellence
Model 2010 Brochure.
103.
In 3b, Competency is replaced by capabilities. Pl. explain

Please read the Excellence Model 2010 Brochure for details
104.
Cr. 3c asks for people alignment whereas it is already covered in

3a
Both are different. 3a asks for manpower planning and 3c asks for how
you as an organisation engage your employees!!
105.
Cr. 3c includes alignment of people going beyond involving and

empowering. Is it a pre condition before involving people?
This is to ensure their people, at the individual and team level, are fully
aligned with the organisation's Mission, Vision and strategic goals.
106.
What is intent of adding personal goals in people category?

When there is an alignment of organisational and personal goals. It
allows the realisation of mutually beneficial achievements and thus
more engagement and contribution.
107.
Kindly clarify discrimination w.r.t. welfare measures, canteen

facilities, employee transportation, etc.
They all form part of welfare measures and not limited to such facilities
alone. They could include post separation schemes, support extended
to improving qualification of its employees and their wards etc.
108.
How realistic is it to synchronise an individual expectations,

aspiration etc. w.r.t. to organizations'? How to evaluate? Any
tool? Perception surveys?
Perception surveys, Exit interviews etc. are some of the practices that
can be used to evaluate this.
109.
How is the concept caring for people, communicate Reward.... in a

way that motivates people be assessed on a one to one basis?
Organisations can consider following practices similar to those used for
performance appraisals and counselling
110.
Is safety at workplace being given a special focus both in

Enablers and Results in EFQM 2010?
One of the guidance points under 3e says in practice, excellent
organization ensures a safe and healthy working environment for their
people.
111.
During recession, how do we evaluate people results?

Evaluation of people results is possible irrespective of the business
cycles. As a matter of fact, the need to evaluate the engagement of its
employees during recession and enhancing the same is much more
important, to get the best out of them and develop strategies for
effectively managing the organization during recession periods.
Excellent organizations do this systematically.
112.
Excellence model brochure page 33, under people, written

volunteers, give example?
A volunteer is an individual who willingly (without compulsion) performs
an activity, e.g., Traffic Wardens, Blood Donors, Social Workers etc.
and involves himself in supporting community development activities
of the organization, without any self interest.
113.
Cr. 3c talks about people are aligned to Mission, vision and

goals...Are we referring to performance measurements alignment
or understanding of V/M being looked at?
This refers to alignment of efforts / activities of its people towards
realizing the organizational vision mission and strategic goals of the
organization. Thus it addresses both the aspects.
114.
In the criterion 3, what does 'mutual' signify in 'mutual support

and care'?
An organization consists of people coming from diverse backgrounds
and working in different functional areas having inter-dependence for
individual and organizational success. The ambience and the practices
in the organization should encourage supporting each other, both at
individual and team levels, for the common good (even at times, to the
short term disadvantage of individual interest).
115.
Excellent organizations value their people and create a culture of

empowerment for the balanced achievement of organizational and
personal goals. What is all the process through which the
organization follows for the above?
Guidance points on excellent practices related to creating such a

culture are provided in criteria 3.
116.
Is there any difference between people development / involvement

& succeeding through people?
Succeeding thru people is recognition of the fact that the people are an
important resource and the organizations are to value this resource.
Accordingly the development of the people and involving them to
realize organizational goals is imperative. As the organization achieves
sustainable performance through the contributions of its people, the
organization is succeeding through its people.
117.
Can you please explain the people performance level parameters

addressed through People Plan in 3a. Please give some examples.
The processes are to be designed with clearly defined methods of
performing, the measures for performance for different activities
(serving as check points) and the Performance outcomes out of all
such activities (management point). Such performance measures and
outcomes should enable the organisation to plan the number and
structure of the organisation for realising the strategic objectives. Tools
like Job analysis, work estimation, work flow analysis, cycle times, work
sampling, Time and motion study etc. are used to define performance
measures for different activities.
118.
What is the difference in the dialogue and communication in 3d

criteria?
Communication can be either one way or two ways, where as dialogue
is a two way communication.
119.
What is volunteer under people definition?

Volunteers are those who are willingly contributing to the realization of
the long term objectives and not employed either full time or part time
by the organization, such as social workers.
120.
In Cr. 3c, could you explain how people can be the creators and
ambassadors of the organisation's ongoing success.
Excellent organizations value their people and create a culture for its
people to contribute to their full potential. In such a culture people have
appropriate freedom to take risks for implementing new ideas and thus
become creators. In such a culture people identify themselves with the
organization and put in their best to ensure the achievement of the
organizations success.
121.
Kindly elaborate on guidance point 4 of criteria 3b: to maintain

people's mobility and employability.
The intent is to appraise the people periodically and assist them to
improve their competencies to perform better and help them to acquire
additional competencies, so as to enable them to take up new
assignments/ jobs if such a need arises. This is similar to the concept
of Multi Skilled. This would help the organization to address seasonal
changes in demands, flexible manning levels, reducing monotony for
employees, job enrichment etc.
Criteria 4
122.
In criteria 4 what is the duration of long term relationship 10 years

or 5 years or 3 years?
Longer the duration of mutually beneficial relationship the better it is.
123.
Difficulty in understanding the terms in 4a ''sustainable benefit'',

in 4b ''sustained success'', in 4c ''sustainable way''. Does
sustainable mean continuous positive improvement or does it
mean non-negative trends over a period of 3 years? Zero or
Results criteria 6 to 9 clearly state it as positive or sustained good
results.
Excellent organisations achieve and sustain superior levels of
performance that meet and exceed the expectations of all their
stakeholders. In this context the results are to be viewed.
In case of 4a it is sustainable benefits to its partners and suppliers, in
4b it is sustained financial success and in 4c the assets and natural
resources are managed in sustainable way to ensure their continued
availability.
124.
In Slide 50 on partnerships what does 'portfolio' means?

It is a basket of technologies, to support delivery of the organisations
strategy for realising its vision.
125.
Can you elaborate on partners and suppliers performance in key

performance indicators?
Depending on the nature of the activity/business, the entity is involved
in, and the strategic intent the performance indicators covered under
this heading would differ significantly. The details would be discussed
during Assessor Training and Refresher Training Programmes.
126.
In Partnerships and Resources - Key content shift - what is the

meaning of '' Clarifies the need for a ''Portfolio'' to support
strategy?
It is a basket of technologies, to support delivery of the organisations
strategy for realising its vision. Technology covers different aspects of
managing the entity like Product Technology, Technology for
realisation of Products/ Services, Technology deployed in managing
various other aspects of entity etc.
127.
What is meant by 'partnerships' extending beyond the Supply

Chain?
They may also include customers, society, key suppliers, educational
bodies, NGOs etc.
128.
Please elaborate 4a on slide 76

This implies that organizations need to take into account any impact of
the product and service has during the life cycle on economic, societal
and ecological sustainability. This calls for even considering aspects
beyond the classic boundariesi.e., from supplier to suppliers
supplier, customer to customers customer and beyond like NGOs and
academics.
129.
Pl explain point 3 in slide no 50

This point implies using all resources including natural resources, to
minimize the impact on the environment. More on this can be
discussed in Refresher Training programs.
130.
In Cr 4, it is mentioned as sustainable benefit, sustained success

etc...What time frame once can say these are sustained /
sustainable?
The model suggests a minimum period of Three years, in the past
changing environment. However the longer the better it is, as all of us
know.
131.
Under partnership and resources: what we mean by natural

resources and ability to show foot print??
It implies using all resources including natural resources, to minimize
the impact on the environment. More in the forthcoming Refresher
Training programs
132.
Partnership beyond supply chain. Kindly explain.
These would include, amongst others, Educational bodies, Non Govt

Organisations, Society, Customers customers, Suppliers suppliers
etc.
133.
Please explain 'Portfolio'' in partnership & resources to support

strategy
It is a basket of technologies to support delivery of organisations
strategy for realizing its vision. These include Product Technology,
Technology for realisation of Products/ services (technology used for
conversion processes), Technology deployed for managing various
resources and functions etc Please read the Excellence Model 2010
Brochure.
.
134.
In Cr. 4.Slide 21, what is the meaning of the term Balanced result
and sustained result so as to be able to assess and measure.
Please refer to Question answered earlier for Balanced Set of results.
.
135.
In printed Application brochure from CII, The sentence is

incomplete in last area of Cr.4 C
Thanks for pointing out the omission. The last word, i.e., requirements
is missed out. This has been incorporated subsequently.
136.
In slide 62, responsible sourcing and procurement performance how it is related to society?
The sourcing and procurement performance demonstrates the
organizations outlook towards discharging its societal and
environmental responsibilities, such as procuring environmentally
friendly products, not sourcing from the suppliers following unfair labour
practices etc.
137.
In the Partnerships & resources you mentioned in 4a-sustainable

benefit? Could you please elaborate?
Partnerships can be sustained when such relationships are mutually
rewarding and beneficial to all the partners over long time. To achieve
Sustainable benefit, it demands a forward view. We shall discuss more
in our forthcoming Refresher/Assessor Training programmes.
138.
Please explain ''awareness and use of networks as a source of

knowledge'' (4e)?
Networks in general can be a medium to learn and share knowledge,

for promoting teamwork, for creating a sense of belongingness etc. All
these can be harnessed for the enhancement of organizational
performance e.g. networking with partners, knowledge bodies etc.
139.
What are the focused areas for building partnership with key
suppliers?
Not a one line answer. The areas depend on the nature, size, market
reach etc. of an organisation and its area of activities. They could be
key suppliers, dealers, facility management agencies etc. to mention a
few, as applicable.
140.
Kindly elaborate on need for a portfolio to support strategy.Cr.4

It is a basket of technologies to support delivery of organisations
strategy for realizing its vision. These include Product Technology,
Technology for realisation of Products/ services (technology used for
conversion processes), Technology deployed for managing various
resources and functions etc Please read the Excellence Model 2010
Brochure.
.
141.
In the new model also some bullets are look alike. For example, 4a
Bullets 4 & 6. Applicant may find difficulty in addressing these
Separately. Can you elaborate?
Guidance point 4 of sub criteria 4a is about the organisations seeking
its partners to enhance its capabilities to generate stakeholder value.
Guidance point 6 refers to how such identified partners have been
taken on board and leveraged to mutual benefit by supporting each
other in terms of expertise, resource and knowledge.
142.
Explain responsible sourcing and procurement performance.

practices etc.
143.
Managing supplies and scope of partnership extend beyond the

supply chain- please illustrate
Suppliers of components and services are not the only ones an
organisation is dependent upon. They use services of consultants,
academics, financial institutions, and NGOs, etc., and therefore they
should also be considered in this era of having extensive network.
144.
In Cr. 4, the first bullet talks about partners& suppliers. Does it

mean applicant has to say the parameters considered for partners
& suppliers?
Yes. How do you upgrade your suppliers into partners? There is a
logical graduation and this has been talked about several times in
Assessor Programmes.
145.
In Slide 27 on partnership with society, why educational bodies or

NGOs are being shown separately. Are they not a part of Society?
It has been made more explicit.
146.
Why natural resources got added in 4c, when Cr8 addresses this?
4c refers to the approaches / practices organisation deploys to manage
natural resources in a sustainable way.
Criteria 8 refers to effectiveness / efficiency of the deployment of the
approaches/ practices adopted.
147.
Can you elaborate little more on the need to shift from

''partnership development' to ''building partnerships''
The shift is to emphasize, building a sustainable relationship with
partners, by synergising individual competencies/ capabilities, based
on mutual trust, respect and openness for mutual benefit, for adding
value to stakeholders. The word building refers to long term
perspective, whereas development can be one of types.
148.
The normal concept of partners includes suppliers also. Why

specifically it has been included?
While partners may include Suppliers, NOT all suppliers need to be
partners.
149.
Has the scope of 4d modified in the new model?

The key elements of 4d include Develop technology strategy, policy,
processes and plans, manage technology portfolio, use technology for
creativity and innovation etc. Please refer Model 2010 Brochure.
150.
The Technology management for sustained growth in case of new

product- how to address?
The technologies adopted, either for improving the existing products or
induction of new products to provide enhanced value to the customers,
for sustained organizational growth. Further, the technologies adopted
should address the impact on ecology and society through the life cycle
of the products and operations of the organization.
153.
How the partnerships with supplier improve the Performance?

The partnership opportunities are identified taking into account the
capabilities of the prospective partners to enhance value to the
stakeholders. The suppliers become one of the major input providers
for the organizational performance. Enhancing the performance of the
supplier in terms of the quality of its products and services, cost
competitiveness, skills and competencies etc., by the organization
would help to improve the value of the products and services offered to
the customer. This would help to increase the customer retention /
loyalty and consequent fallouts.
154.
While evaluating the KPI of suppliers, what are the factors to be

considered?
The suppliers performance evaluation goes beyond product quality,
price and on time delivery. The experience the supplier creates to the
customer is an important aspect, such as flexibility in meeting the
delivery requirements beyond commitments, the soft aspects of his
business dealings, responsiveness, etc. The organization can choose
appropriate KPI for its suppliers.
155.
How do we benchmark the suppliers satisfaction?

Each organization needs to develop mechanisms to identify the
parameters / aspects that would impact its suppliers satisfaction and
chose appropriate internal / external benchmarks.
156.
What are the strategic steps to be taken to build Partnership with

suppliers?
Organisations are to identify partnership opportunities with the
suppliers and prioritise the same, based on the business impact.
Engage with identified partner suppliers for developing mutually
beneficial long term relationships through supporting, synergizing the
competencies and capabilities to enhance value to the customers.
157.
How do we address the vendor evaluation in EFQM model?

There is no specific method mandated to evaluate vendors in the
EFQM Model. Organisations can choose any of the approaches they
consider appropriate for their specific needs.
158.
How to address the Vendor recognition in a tight Policy driven

situation?
Excellent organisations use policies to realize its strategic objectives

through development, deployment of processes and improve them
continuously. This aspect is applicable even for vendor recognition
practices, irrespective of type of organization. .
159.
Are the business partner meet / vendor meets, considered as

sufficient evidences and forum for creating awareness with
vendors?
This could be one of the approaches among many.
160.
What is the difference between partners and suppliers? Why is it

so explicitly differentiated?
Partner is an external entity the organization strategically chooses to
work with, by synergizing competencies, to add/enhance value to
customers/ stakeholders, for sustained mutual benefits. Partnerships
are not limited to hardware suppliers only, but go beyond to cover
agencies such as academic institutions, NGOs, PE investors, logistics
providers etc.
While partners may include Suppliers, NOT all suppliers need to be
partners.
161.
1n Sub criterion 4a, please elaborate the word segment in relation

to supplier and partners? Secondly, please defines the difference
between suppliers and partners?
Suppliers and partners can be for raw materials, consumables, capital
equipments etc. Each category of suppliers / partners may have
distinct capabilities, varied needs and expectations etc. and the
approaches are to be accordingly deployed for effectiveness, based on
specific requirements of the specific category.
While partners can be suppliers, not all the suppliers need be partners.
162.
How do you set targets for external stakeholders in line with their
chosen strategy?
One of the methods is to effectively engage the external stakeholders
in the strategy formulation process of ones own organization and
explain the role of external stakeholder in realising the organisational
objectives. This would facilitate the process of setting targets to them
and buy in their support...
163.
Some of the companies would not like to disclose the complete

design aspects to vendors. Under these circumstances involving
suppliers in design process is not recommended. How do we
handle this situation?
Partners and suppliers are managed for sustainable benefit.

Organizations are to build trusting relationships with partners and work
together to achieve mutual benefits, supporting one another with
expertise, resources and knowledge to realize shared goals. For long
term mutual success it is imperative that the partners need to be
transparent and willing to support each other.
164.
What exactly is meant by responsible sourcing and procurement

performance?
practices, subverting laws of the land etc.
165.
In criteria 4, we would like to know what would be ''classic''

boundaries.
Classic boundary refers to the environment with in which it operates
covering its immediate stakeholders and neighbourhood.
One of the fundamental concepts of excellence of the Model 2010 calls
for the organizational culture that strives for economic, social and
ecological sustainability. This implies that the organization needs to
have full understanding of the impact its business has, not only on its
immediate known stakeholders like customers and suppliers, but
beyond them, extending to Suppliers supplier, Customers customer,
disposal of products beyond the life cycle use etc., and manage
sustainability
Criteria 5
166.
Why have we moved to managing processes -5a, 5b?

In version 2003, Sub Criteria 5a&5b dealt with Design, Management
and Improvement of Processes. In the revised version the two are
merged together, as management implicitly covers improvement as
well.
167.
Do you define retired employee as one of the stake holders in

people category in this model?
Retired Employee is a stakeholder, in the context of Society as well...
168.
It appears that 'Criterion 5' is more loaded with reduced

weightage. Any comments?
Criterion 5 in the Model 2010 brings out more explicitly the processes
relating to the core activities of the business viz. Development,
Effective Promotion and Marketing, Production, Delivery and
Management of products and services, the organization involved in, in
addition to others..
169.
Process Improvement and Process management can be clubbed.

However, Process improvement comes after lot of learning and
experience and studies. Hope suitable guidelines will bring out
this fact for assessment.
Yes please.
170.
At times you have to trade off between stake holder interests.

How does criterion 5 address it?
These are strategic choices and once these decisions are identified,
the processes are to be so designed and implemented so as to ensure
delivery of the strategies.
171.
Key Change in Managing by Processes, the focus is now on

how the processes are designed to deliver the strategy, with end
to end management beyond the Classic boundaries of the
organization Q - What is meaning of Classic boundaries & how to
put this key change into practices?
sustainability through out the life cycle. This calls for even considering
aspects beyond the classic boundariesi.e., from supplier to supplier,
customer to customer and beyond
172.
Although managing processes &improving processes cannot be

separated, it would appear more meaningful if fundamental
concept namely managing by processes is described as
managing by improving processes.
This is ones view against the opinion/ view of the Model writers.
173.
Engaging customer at design stage may stall the design process

by customer asking too much. Comments please.
It is up to the organization to decide, up to what extent and the manner
in which they wish to engage customers in the design stage. In
activities where product is customized to customers needs, the degree
of engagement will be higher and direct; where products are mass
produced, such as FMCG, the degree will be lower. Test marketing,
mock interviews, social networking etc. are some of the ways of

engaging customers even for mass consumption items...
174.
5c now refers to effective promotion & marketing- i.e. focuses on

Business development/customer acquisition processes. Please
confirm.
Yes, these could be some of the examples depending on the
organizations marketing strategies to effectively promote their products
and services to target customers and user groups (present and future)
and ensuring that the fulfilment of the promises.
175.
Earlier 5b is now merged with 5a - it does not consciously looks

for improvement -innovation & creativity. Your comments.
5a now includes adopting appropriate approaches to effectively
manage and improve processes. Turning new ideas into reality through
innovation enabling processes and assessing their impact are now
explicit in 5a
176.
In cr 5a and 5b, can you elaborate what we mean by

optimising...how do we explain?
This is for achieving the optimum balance of efficiency and
effectiveness of the value delivered to the stakeholders.
177.
Optimizing of process should result in improvement in efficiency,

which is added now explicitly and might have been overlooked
earlier. Is it correct understanding?
We appreciate your valued observation.
178.
Pls ref to slide no76 point 4 ''How can we look at or assesses the
Process Management with out the Processes Improvements??
Process improvement is now viewed as an integral part of process
management (e.g. in 5a)
179.
Earlier the model seems Processes centric as weightage was

more; now it is Processes, Products and Services but
marks(weightages) is less, what is the reason?
Criteria 5 are not just about Processes alone. 5a is on Process design,
management, improvement, 5b on Products and Services
development, 5c on Products and Services promotion, 5d on Products
and Services production, Delivery and Management and 5e on
Customer relationship management. In view of this the title now is

revised as Processes, Products and Services.
180.
Cr. 5c talks about marketing. In corporate organizations plants are

not responsible for marketing. How to assess this in such case?
In such a case the organization needs to understand the interface
processes between the plants and corporate marketing. More on this
can be discussed in the Refresher /Assessor Training Programmes.
181.
Please explain how the organisation creates optimum value under

the criteria 5b
Here optimum value refers to delivering optimum value, as perceived
by customers. This can be achieved by many ways, starting with
understanding clearly the needs, involving customers at the
concept/product design activities, networking with other agencies to
realise innovative products etc.
182.
Involving customers in product & process design is difficult. How

do we make it meaningful?
engaging customers even for mass consumption items
..
183.
5a talks about process design & Management. In an organization,

there are n number of processes which are already set. So what to
consider as a part of Process Designing- is it mean redesigning?
The question is unclear. However, Cr. 5a points out how organisations
manage their processes-- Categorize processes, define ownership, set
indicators, outcomes, use ideas and innovate.
184.
Elaborate the marketing dimension in 5c.

The intent is to effectively Market and promote the products and
services. This is done for example through defining Value/ Business
Model/ USPs; defining marketing strategies, ensuring delivery
capability etc.
185.
In Cr. 5c, revision emphasises on promotion/marketing which

seems to be a shift from real performance focuses on
design/development .Is this not a lesser focus on customer
requirements?
5a & 5b of 2003 version have been combined and put as 5a in 2010

version. 5c has become 5b and 5c is a new addition. 5d and 5e remain
the same. Thus the observation made does not appear to be based on
facts.
186.
Why ''exceeding '' customer expectations is dropped now?

It still exists.
187.
Please explain difference b/w management by processes and

managing by processes
They mean the same
188.
In Cr. 5 C, the revision emphasizes on Promotion/marketing which

seems to be a shift from the old clause where customer
requirements on design /development areas have significance. Is
this the right improvisation?
There is no shift. But marketing and branding is spelt out more
explicitly in the Model2010.
189.
Please elaborate on what are ''customer experiences''-process +

metrics
The process for ''customer experiences deals with identifying and
understanding the customer concerns in different phases of
engagement points. The measures for perceptions and performance
indicators can be derived depending on the type and kind of
engagement and the purpose of the organisation.
190.
How to involve and associate customers in product/ service

design?
Customers can be involved and associated in different stages of
product/service design such as concept development, design review
and validation etc.
191.
When focus is given on managing activities as processes,

significant reduction in score weightage is done in Processes,
products and services. Will it not under evaluate the effort given
in continual improvement on processes by organization?
The change from Processes to Processes, Products & Services
emphasizes the universal character of the model. It is as it was
applicable for any sector, size or maturity. Now all the 5 enabler criteria
have equal weight ages of 10% each, based on feedback from different
stakeholders using the model.
192.
What is the basic objective behind introducing 5c? (Marketing) in

the new model?
5c addresses how Products and Services are effectively promoted and
marketed.
The key elements include defining Value/ Business
Model/USPs; defining marketing strategies, ensuring delivery
capability. Marketing is one way of improving branding and expanding
market reach for growth.
193.
CSF integration with framework of Processes. How new model

takes care?
Critical Success Factors are identified to realise the long and short
term objectives. The Strategies are developed to address the same.
The Strategies so developed are delivered through a framework of
processes.
194.
5c talks about promotion and marketing. Where customers are

mainly OEMs and then actually not much of sales promotion is
required.
What is the new model looking for from such
companies?
5c is on Products and Services are effectively promoted and
marketed. The promotion is not limited to driving sales volumes of
products alone. The importance of services cannot be undermined in
providing value to the customers.
195.
It is hoped that Cr. 5a includes Improvement also?

5a is Processes are designed and managed to optimize stakeholder
value. As managing the processes is to optimize stakeholder value,
improvement is a part of 5a.
196.
Is there difference between management of processes and

managing by processes?
Managing an organization by processes is necessary to ensure
predictable performance. Thus, to ensure the management of an
organization, the robust processes are necessary, which can be only
be ensured through effective management of the processes.
197.
Can you please clarify the difference between project

management and project improvement that the model seeks?
Project Management encompasses all the stages/steps starting from

conceptualization to realization of the objectives. Improvement in any
of the elements of the project can contribute to the project
improvement.
198.
In Criteria 5c, what do we mean by effectively promoted and

marketed?
5c brings out what the excellent organisations in practice do to realise
the marketing strategies in terms of marketing their Products and
Services to the existing and potential customers and ensuring the
fulfilment of promises made.
199.
In Cr. 5 d, how to evidence - meet or exceed customer needs and

expectation in education sector?
Identify the needs and expectations of students, parents, organizations
employing the students coming out of the organization etc. and
evaluate the extent of meeting or exceeding such needs and
expectations through perception gathering mechanisms.
200.
Please clarify 5c sub criteria and how it is to be assessed.

5c sub criteria talks about how the organization identifies the unique
characteristics of its products/services, that are of value to the
customers, communicates effectively to its existing and potential
customers to secure orders and ensures that the capability exists to
fulfil the promised value is delivered.
Criteria 6
201.
As the BE model emphasizes on Customer in customer results,

why the score has been reduced from 200 to 150 points?
Secondly, why ellipse in the criteria table of 2003 model has been
replaced with rectangle? What is the significance?
Based on the stakeholders voice and subsequent detailed analysis
and study the model developers allocated weightings to different
Enablers and Results.
The ellipse in the Model 2003 version indicates the Model is to be used
to assess the Excellence with in the context of its organizational
boundary. The intent of the Model 2010 is to address the Excellence in
the broader context of overall sustainability, beyond the boundary of an
organization. Hence the changes.
202.
Can your please explain the concept of ''Engaging'' customers in

detail? What is this aimed at?
The word interact in earlier version of the model is replaced with the
word engage in Excellence Model2010 version. This is to bring out the
effectiveness of such interactions, with different external stakeholders,
including customers, in terms of generating ideas for innovation,
developing approaches to understand, anticipate and respond to their
needs and expectations etc.
In the case of customers, one of the examples is engaging them in
different stages of Product/ Service development and delivery. This
would help fostering long term relationships and continued loyalty.
203 . In 6a Perception, what is expected from the statement '' Product
and Service Value? Especially the Service Value portion?
This is the perception of the customer on the value he sees from the
services provided by the organisation. Such services may include post
sales support, attending to customer complaints, resolving warranty
claims etc., depending on the nature of activities of the organisation.
204.
There appears to be no corresponding indicator in 6b for

perception parameter of reputation and image under 6a, kindly
throws some light on this.
While the Performance Indicators would provide leads to predict
Perceptions, they need not necessarily be one to one correlation. They
can be one to many /many to one. In this case Compliments and
External Recognitions also would provide leads to predict Reputation
and Image.
205.
In 6b (Customer Result), why no point / factor on product quality?

The measures to focus on are: *Products and Services delivery, *
Customer service, relationships and support, * Complaints and
Compliments, * External recognition. Product quality thus is addressed
in the groupings.
206.
How to engage the customers in design process if the customers

are in lakhs?
engaging customers even for mass consumption items.
207.
The change in term ''Customer focus'' to ''adding value for

customers'' appears to be a jargon change --How do we
differentiate this change?
The focus is now on Adding Value to Customers. This refers to doing
all that the customer perceives as of value to him by actively engaging
customer in the product and service design and delivery processes,
including communicating the Value proposition.
208.
Upto what level & extent the involvement of Customers is

expected? Because most of time product goes ahead only after
acceptance from customer. Explain
It depends on many factors like, the strategic decision of the
organizations, product type, market dynamics, customer segments etc.
Some of the examples are involving customers during the development
of new product / services, new product validation, during the use etc.
209.
Please elaborate ''Reputation and Image'' on slide 56.

Slide 56 refers to Reputation and Image of the organization from the
Customers view point. This is a field of performance in the
organizational context. Elaborations can be discussed in Refresher and
Assessor Training programs.
210.
In Criteria 6-Customer Results, it is mentioned Anticipate future

performance and results. What time frame is normally good to
consider?
Depending on the type, size, sector and business the appropriateness
of the time frame needs to be decided.
211.
What matrix will determine engagement of customers in Product

& service in manufacturing industry?
The word interact in earlier version of the model is replaced with the
word engage in Excellence Model 2010 version. This is to bring out
the effectiveness of such interactions, with different external
stakeholders, including customers, in terms of generating ideas and
innovation, developing approaches to understand, anticipate and
respond to their needs and expectations etc.
In the case of customers, one of the examples is engaging them in
different stages of New Product development, Product delivery, Product
improvements etc, this would help fostering long term relationships and
continued loyalty.
Keeping the types of engagements the organisation chooses the

measures are identified.
212.
In Slide 18 Key Change: Clearly defining and communicating the

value proposition to whom, Customers or Stake holders? Is it
feasible to actively engage Customers in product and service
design process?
While defining the value proposition, organizations need to ensure
sustainability through addressing the needs of all stakeholders in a
balanced way. Accordingly the value is communicated to different
stakeholders, as appropriate. In case of sub criteria 5c it is aimed at
communicating the value proposition of the product/service to the
existing/potential customers to attract them.
Excellent Organisations engage customers at different stages of
Product / Service design.
213.
What is the meaning of unique selling points?

It is the factor/aspect/feature presented by a seller, as the reason that a
product or service offered by him is different and superior from that of
the competition and to entice the buyer. Many times it forms an integral
part of the value propositions.
214.
In some market segments, particularly the commodity segment, it

is very difficult to understand customer requirements. Please
explain.
Excellent organisations, based on target customer segments and
users, identify and use methods to understand customer requirements,
as this understanding is crucial for developing the strategies to
enhance and retain its market share for ensuring sustainable superior
performance.
215.
If a business unit has R&D as a shared service with other units

that may not have a value proposition to offer directly to
customers. In this case how the document should be written for
5c now?
In any supply chain different activities, in one way or the other, add
value, be it production or delivery or product servicing to name a few.
The organisation need to identify what is unique in their activities that
the customers will perceive as value to them. Not withstanding this,
even shared R&D can also be presented as an USP, based on its
uniqueness.
216.
How customer perception can be obtained by vendor ratings?
Please elaborate.
This pertains to your organisation being a vendor and how the same is
evaluated by your customers on a calibrated scale.
217.
At the outset the presentation is well made and clear. When the
weightage for Customer having been reduced does it means
earlier it was not balanced?
The weightings for different criteria are assigned, based on the
feedback received from different stakeholders of EFQM Model and
subsequent deliberations, to make it more relevant to the changing
environment i.e. Social, Economic and Ecology.
218.
Actively engaging customers in product and design process in

the case of Mass consumer products. How this can be assessed?
Organisations employ different methods to engage customers at
various stages of product design. The assessors are to seek inputs on
such methods and the effectiveness of them in engaging the
customers, to be able arrives at an evaluation.
219.
Score weightage has been reduced in Customer result and

increased in people and Society results Is it to give balanced
focus on each stakeholder for better corporate governance?
The weightings for different criteria are assigned, based on the
feedback received from different stakeholders of EFQM Model and
subsequent deliberations, to make it more relevant to the changing
environment i.e. Social, Economic and Ecology.
220.
How the impact of Customer Perception will be evaluated?

The Customer Perception in itself is an evaluation, of the deployment
of customer strategy and supporting policies and processes and a
measure. The impact of this measure is to be viewed on various
aspects of performance of the organisation, as the enablers and results
are interconnected. (Please refer the Model diagram)
.
221.
Customer Focus has broad scope. While value addition to

customers is a part of Customer focus. Hence CRM looks scaled
down in this model.
This is ones view. Actively engaging customers adds to the improved
customer relations.
222.
In ''Adding value for customer'' engaging Customers in Product &

Service design processes are emphasized. Will there be a
challenge in integrating Creativity & Innovation?
Deployment of any approach in a systematic and disciplined way
across the organization, particularly if the organization is big with
multiple locations and diversity, is a real challenge and excellent
organisations manage such challenges effectively.
223.
Any weightage to ultimate customer that is consumer?

Customers include the consumers.
224.
In customer results 6a, 6b and definition we are more qualitative

rather than quantitative (measurable) parameter! Is it true?
This is an opinion. What can be measured only can be improved is
the fundamental to the quality. Hence, it is imperative to develop
quantitative measures for qualitative parameters, to the extent
possible.
225.
In criteria 6b how do us measure efficiency and effectiveness of

deployment and execution?
The organizations are to identify the performance indicators and set
appropriate targets, as a part of strategy formulation and deployment,
to understand the efficiency and effectiveness (of deployment and
execution) of customer strategy and supporting policies and processes.
The performance is evaluated against such targets.
226.
In 6a, how much relative importance is given to third party

perception measurement as compared to focus groups, internal
surveys, compliments and complaints?
The customers perceptions of the organization may be obtained from a
number of sources, including customer surveys, focus groups, vendor
ratings, compliments, complaints etc. The authenticity / accuracy of
data vary based on the method of gathering data, the % of participation
of the targeted population, the importance of the targeted customers to
impact the business etc. Perception gathered by Third Party is
considered more authentic and unbiased, compared to those
conducted using internal mechanisms.
227.
In 6b what is meant by ''External Recognition'' - are we talking of

award and reward programs?
Awards, Rewards, Public Commendations,
coverage etc., form part of external recognitions.
Favourable
media
228.
Please explain in Cr 6 on measures for reputation and Image.

The measures include Ethical behaviour, transparency, flexibility,
fulfilment of promises, responsiveness, accessibility etc.
229.
Could you pl explain the customer focus and adding valve to

customers, hope focusing the customer only will add the value to
customers,? Please explain.
As brought out earlier, Fundamental Concepts are brought out in action
oriented form. This brings out clearly what is expected to be achieved
by focusing on the customer. Further the guidance points elaborate
what excellent organisations do for Adding Value for Customers.
Criteria 7
230.
Please refer guidance points of 7b. There seems to be no mention

about measuring the accuracy and efficiency of Administration.
There is also no measure of absenteeism, strikes, staff turn-over,
accidents, etc. Please clarify.
In the Model 2010 a more generic description of the measures for
Perception and Performance are given and the listing of parameters
has been done away with. However, if such data/information is
important to an organisation as key results, they can form part of the
measures.
231.
In 7a (People Result), why Customer Survey is indicated?

ESS Surveys, focus groups, JMCs, interviews, appraisal based
interviews etc., are some of the ways through which one can gather the
employee satisfaction levels. Customers also can give useful
information on the competencies/capabilities, attitudes, responsiveness
etc. of the employees, as they perceive.
232.
In evaluation of people perception how to eliminate bias?

There are models to gather perceptions that address the aspects
related to bias effectively and arrive at validated outcomes with
specified accuracy levels.
233.
Kindly elaborate on Work Life Balance vis a vis Cr.3.

The manner in which the people plan their work in the context of the
organisation, their divisions plans and for the organisation, similarly
employees should plan their leave from work so that there is balance in
work life and vacation. This would prevent burn outs, fatigue and
stress. In this way, it is contemplated that employees can add more

value to the organisation.
234.
In criterion 7a perception for people result, pl. elaborate on ''Pride

and fulfilment''
Pride is a feeling that the employee experiences himself to be a
member of the organisation. This accrues from recognition of his
contributions, finding meaning in his job, the image of the organisation
in society etc.
Fulfilment implies that as an employee he achieved his aspirations, in
the context of the organisation.
235.
Where does one cover competency requirement assessment and

mapping for future in 7b?
This aspect is covered under the group Target setting, competency
and performance management
236.
Please elaborate on Leadership performance in 7b

One of the Fundamental Concepts is Succeeding thru People. It is in
this connection that the Leadership Performance is referred to in Cr.
7b. The Leadership Performance is a measure of effectiveness of
leadership practices/ behaviour in enlisting the willing contributions of
its people, teaching the organizational objectives.
237.
In Criteria 7: Perception measures and performance indicators

have been mentioned very elaborately in 2003 model covering
various heads like Motivation, Satisfaction, achievements,
motivation and involvement satisfaction in 7b( Absenteeism,
Sickness etc), which are not covered in 2010 version. Is there any
specific reason behind this?
The perception measures and performance indictors are grouped
under broad headings. The organizations are to appropriately choose
the measures to address the broad heads for achieving its strategic
objectives, as applicable in line with its strategy.
238.
Why compensation practices are not a part of 7a?

It is covered under 7a. Depending on the purpose of the organization,
measures may focus on:
Satisfaction, involvement and engagement
As employee compensation is one of the parameters that impact the

employee satisfaction, it is covered under this measure.
239.
What are the indicators for 'leadership performance' in 7b. Pl. give
some examples.
Performance indicators for 'Leadership performance' are Leaders
involvement in improvement teams, participation in various
communication fora, participation in R&R fora, participation in social
and cultural events, accessibility etc. to mention a few.
Criteria 8
240.
In criteria 8, 8a:8b was 25:75, Seemed more logical.

comment?
Any
This is a view. The writers of the model based on the inputs from
different stakeholders, the intent of the model to give due weight age
for effectiveness and efficiency and ecological sustainability have come
out with the change from 25:75 to 50:50.
241.
In society results, still the word Policy is appearing. Does this still
lead to confusion?
Policies support the realisation of Strategy.
242.
In corporate social responsibility, is it shift in focus on rain

harvesting, use of solar heaters, reduction in energy use of
plastics etc.?
It also calls for conservation of natural resources.
243.
In 8a (Society Result), why workplace Impact mentioned

separately in addition to that on Environmental Impact & Society
Impact?
It has been shown as one of the guidance points and is dependant
upon the purpose of the organization. The impact of work environment
on the society and neighbourhood are to be viewed under these
criteria.
244.
Is it required to promote the product if it is very well accepted by

society?
Yes, to keep you afloat and let the society know that you exist and are
providing goods and services based on the needs and expectations of
the consumers. A pilot cannot stop the engine mid air thinking that
since they are flying why the engine runs.
245.
Cr 8 has been modified significantly in 2010 Model. How would

this affect the not so big companies - especially medium level
applicants?
Depending on the type, size and sector of the company, this needs to
be interpreted. The key content shift in the Model can be summarized
as guidance to include the environmental and societal aspects as well
in the strategy, in the context of the emerging emphasis of Societal and
Ecological issues. This aspect demands appropriate attention by all for
sustainability, in the broader context.
246.
Why beyond legal requirements are excluded from the criteria 8?

Excellent organisations go beyond statutory and legal requirements, as
they are the minimum. Thus excellent organisations differentiate
themselves.
247.
Any justification for increasing the weightages of Society

perception?
Issues like global warming, ecology, environment protection are
assuming global proportions. Hence it is only logical that excellent
organisations give due importance to such issues as socially
responsible groups.
248.
What are the ways of capturing ''SOCIETY RESULTS'' - Is society

survey mandatory?
The Model 2010 Brochure gives indicative list of methods.
249.
How the Workplace impact (Society results) will be evaluated?

It has been shown as one of the guidance points and is dependant
upon the purpose of the organization. The impact of work environment
on the society and neighbourhood are to be viewed. Examples can be
Noise levels, effluents discharged etc.
250.
How partnership building with NGOs helps an organization? Any

examples please?
One example could be an organization partnering with NGOs to
implement community development initiatives, using their expertise.
251.
How do we assess the society results? The old model emphasized

on education and training, but in new model it is not there?
In 8a perceptions, the societal impact and in 8b performance
indicators, societal performance has been included. The education and
training are the aspects that would be covered under these parameters
252.
Society Results - Weightage is increased & how do we assess

small Industries that do not have a systematic Society Perception
Survey done?
Perception survey is one of the methods to capture the perception of
the society, about the effectiveness and efficiency of organisations
contribution towards community welfare. There are many other
methods such as media coverage, views of community opinion leaders,
published data by Government and NGOs etc.
253.
In society results what is limit to satisfaction?

An organization is to bring out what specific society and community
needs are proposed to be addressed along with its strategy towards
meeting them. The organization would accordingly identify the
efficiency and effectiveness measures to assess the extent of
achievement of its society and community related objectives.
254.
Any method to measure ''Responsible sourcing and procurement

performance'' under 8b?
practices etc., to mention a few.
255.
Can you give an example where organizational key competencies

can benefit wider society?
There can be many instances. For e.g., Project Management
competencies can be very effectively put into use in executing
community development projects for the benefit of wider community,
imparting vocational skills using people competencies to enhance
employability of community etc.
256.
In Cr. 8b, Performance Indicator, Slide # 62: Can you please

elaborate on Responsible sourcing and procurement
performance?
practices etc. A responsible sourcing and procurement performance
demonstrates the organizations societal and environmental
responsibilities.
Criteria 9
257.
Criterion 9a requires agreement on performance indicators &

targets with stakeholders. Is this mandatory?
Develop and agree a set of key of their
stakeholders
This implies that excellent organisations develop a set of key results
and agree, first with in the organisation, based on the needs and
expectations of their stakeholders, in line with their strategy. Further
where relevant they also obtain agreement of identified stakeholders
on applicable key results. For example Vendor Performance related
results for OEMs.
258.
Please explain the bullet under Criteria 9 on anticipate future

performance and results - from the presenting organisation and
also from the assessor perspective?
Confidence in the future of the organisation is to be assessed by
analyzing trends, targets, comparisons and the understanding of cause
and effect relationships (enabler to results, results to results, efficiency
and effectiveness of practices and approaches) by the organisation.
Further the demonstrated understanding of the changes, in operating
and external environment by leaders across the organisation and the
confidence that the results are sustainable would provide information to
anticipate future performance...
259.
Under 9b, Key performance indicators, again a bullet is ''Key

performance indicators''; please explain.
Key Performance Indicators are the key financial and non financial
indicators that are used to measure organisations operational
performance. They are: Key financial performance indicators, Key
process performance indicators relating to enablers such as Partner
and supplier performance, Technology, information and knowledge

etc...
260.
9a & 9b - key results address financial and non financial. What is

the extent of overlap with 6, 7 and 8?
Key Results for Customers, People and Society are covered in Criteria
6, 7 and 8 respectively. Other Key Results pertaining to financial and
Non-Financial are covered in Criteria 9.
261.
Why drop Performance from the Key Results?

Key Performance Outcomes are changed to Key Results. Key results
are identified, in line with its chosen strategy for achieving its vision,
based on the needs and expectations of the key stakeholders of an
organization. The definition and fields of measure an organization to
focus upon is also enhanced.
262.
What would be few examples of financial performance indicators

(9b) and financial outcomes (9a)?
Some of the financial performance indicators (9b) are: Customer out
standings, supplier out standings, interest paid as % of revenue,
working capital as % of revenue, inventory levels, cost of borrowed
funds, Cost of Quality as % revenue, maintenance costs etc.
Some of the financial performance outcomes (9a) are: EVA, Net worth,
Market Capitalisation, EPS etc.
Module 3: RADAR and Scoring Charts

1.
It is good to have defined parameters in result criteria to remove

some ambiguity in 2010 model.
This is a view. The model writers preferred to give generic description
in place of defined parameters, as was the case of 2003 version of the
model.
2.
Does emphasis on 'segmentation' mean we have to add

segmented data in application document?
Tracking and analysing the segmented data on results would facilitate
the organizations to analyse and understand the reasons for
performance segment wise. Such understanding provides inputs to
develop segment specific action plans for improved efficiency and
effectiveness. Adding such data would make the application document
to be in line with model requirements as well.
3.
Should assessor seek targets for future 2-3 years in Result areas
to assess the aspect of determining confidence in future?
Seeking targets for the future 2-3 years is not considered
mandatory/necessary, as merely specifying/ setting targets do not
guaranty the sustained positive performance in the future.
anticipate future performance
4.
Achieving Balanced Results: please explain is it alignment of

Vision, mission or is it achieving key results across the
organization in all areas.
It is achieving a balanced set of results that meet the short and long
term needs/expectations of their different stakeholders and where
relevant exceed them.
5.
''Develop and agree a set of key ...... results. Where to address

them?
The identification and understanding of key result parameters are to be

addressed in criteria 2.
6.
Is applicant supposed to establish relevance and usability of

results chosen by him before presenting results?
It is expected that the organization has an understanding of why
particular parameters have been chosen and how they would like to
use them for assessing the impact of its strategies towards realising
the vision.
7.
If relevance and usability of set of results chosen is not found,

should assessor do assessment w.r.t. trends, targets,
comparisons and causes?
This appears to be a hypothetical case, as the organization is an
ongoing concern it is quite likely that there would be some result
parameters meeting this requirement. The assessors need to explore
this aspect before concluding that relevance and usability of set of
results chosen is not found.
8.
to facilitate measurement of efficiency under a & R, what is

expected of the applicant to indicate? This may demand all Input
factors to be mentioned Vis-a- Vis the Output of each key process.
An Applicant can give illustrations to demonstrate this aspect.
9.
How will we score on the society results 8a now as there is

change in weightage....because the perception about organization
depends on the size and the reach to customers..? Will it not
impact small / mid size organizations?
Organisations are to be assessed on all aspects by interpreting the
model appropriately as applicable to the specific case.
As, the objective of Upgrade Programme on Excellence Model 2010
10.
In result is perception more important than indicator?

We all know Perceptions rule the world.
The performance indicators are the internal measures (Voice of
Process) of the organisation. Perceptions are the opinions/ impressions
of the Stakeholders (Voice of stakeholders). Organisations strive to

meet and exceed the stakeholder needs and hence the perceptions are
considered important.
11.
Again a similar question, Speed is relative to the type of industry.

How to cope up with this?
Excellence, in simple terms, is sustainable superior performance to be
ahead of others. Hence the organization is required to find and put in
place systems/practices to cope with.
12.
Why accuracy of data under Scope? Isnt it for Assessee to

check the same? What is assessors role?
The organisation is to ensure correctness of data/information, to
facilitate the analysis and understanding of the same for assessing the
efficiency and effectiveness of its strategies and processes. The Model
is a management framework and the managements use this to improve
sustainable performance. The same model is used for self assessment
as well as for external assessments. Assessors role is to assess the
status on this aspect.
13.
Definition on Customer Results: 4th Bullet Point Clearly

understand ------ to outcome - Please illustrate/elaborate.
Excellent organisations understand clearly what actions and factors
have caused the results achieved. Further they also understand and
are able to predict the impact of this performance on other related
outcomes. Some examples are: The impact of improved Reputation
and Image can be increased volumes, growth in customer base,
improved profits, attracting talent etc.
14.
How do you define the integrity of results and how can the same
be 'shown' in the application document?
The integrity of results covers with the timeliness, reliability and
accuracy. The applicants can give a few examples in the application
documents how they address these aspects.
Training Programmes with examples.
15.
We would be required to articulate in the results criteria

information about the forward looking statements of the next 3
years. Is it correct?
The company is to demonstrate its ability to perceive and understands
the external environment and its internal capabilities for evolving
medium to long term plans and to go about translating them year on
year to achieve its mission and vision. Therefore, assessee needs to
articulate these into a well knit Strategy.
16.
How does one assess the sustainability of perceptions into the

future considering the influencing factors are dynamic?
The challenge would be to build such flexible mechanisms and
processes to closely monitor perceptions of stakeholders on a
continuing basis and change gears swiftly, to achieve the strategic
goals. Precisely for this reason the Model developers brought out, how
in practice leaders of Excellent Organisations lead with Flexibility and
Timeliness in decision making, Learning quickly, responding rapidly
with new ways of working etc. for Organisations sustainability.
17.
In 8b, what should be the measures for responsible performance

and procurement performance?
practices.
Organisation can choose the measures to address this aspect in line
with the corresponding strategy.
18.
In people result definition, Para 2 says- Set clear targets for Key
results; does it not confuse with Criteria 9 Key results? Comment.
In People Result criteria the reference is to Key Results in respect to
People related aspects, as identified and stated in Organisations
strategy. Similarly, in criteria 9 the reference to Key Results is in
respect of result areas, as identified and stated in Organisations
strategy, not covered in other result criteria i.e. criteria 6,7 & 8.
19.
Do we really need to assess 'Relevance' of results? If they weren't

relevant, organisations wouldn't measure them in the first place?
Many things in life are not what they should be. If it is so, life should
have been more pleasant and all organisations should have been
thriving eternally.
Results should be relevant to the strategic goals and objectives. During

assessment, this correlation needs to be looked at.
20.
In 6b (Customer Results) why no points or factors on product

quality?
Product and services delivery includes product quality.
21.
RADAR - Enablers - changes from Assess & Review to Assess

to Refine. What is the difference?
Earlier A & R had three attributesmeasure, learn and improve. from
the approaches and their deployment. This was not being properly
assessed. Hence the designers of the model felt that this should be
made clearer.
Model 2010 has attributes -- measurement, learning and creativity
and improvement and innovation for the approaches and the
deployment. Now you can see it becomes easier to understand how
various approaches have been refined over a period of time. In that,
role of creativity and innovation is spelt our...
22.
Integrity of the results has been added as an attribute for result

assessment. How does one verify this?
The assessor needs to look for timeliness, reliability and accuracy of
the data used in line with the strategy and the diversity of evidence in
order to verify integrity of results.
23.
Please enlighten the term refinements embedded under sound

approach
To put it simply, it would imply looking for improvements and
innovations ingrained to demonstrate the enrichment of approaches
and deployment over time.
24.
In deployment of any approach, flexibility is to be seen as per the

revision. Is this related to change in plan or course correction to
the targets and accordingly to the actual achieved results as well
due to external influences?
Systematic implementation of any approach needs to be well planned
and to be introduced in an appropriate manner. An organization is to
build the ability to manage changes effectively well in time.
25.
We consider all b results as lead indicators to all results under a now we consider them as efficiency & effectiveness- elaborate the
exact relationship
There are two aspects in it. Performance indicators always provide
lead to perception measures. However, the excellent performance can
only be confirmed if both effectiveness and efficiency are achieved.
Broadly each of the a sub-criteria deals with effectiveness, whereas
each of the b sub- criteria, additionally, deals with efficiency.
26.
While evaluating results does the

''performance '' have equal weightage?
area
of
''scope''
and
Relevance and Usability in the revised model has replaced Scope in

the earlier version. Relevance and Usability and Performance are
linked in the similar manner as it was earlier in the case of Scope and
Results.
27.
Earlier Results a & b had confusion between 'Perception' &

'Indicators'; has it now been resolved?
The question is unclear. Sub criteria a of Result Criteria still deals with
Perceptions. Similarly sub criteria b, of Result Criteria deals with
Performance Indicators.
The performance indicators are the internal measures (Voice of
Process) of the organisation. Perceptions are the opinions/ impressions
of the Stakeholders (Voice of stakeholders).
28.
In looking at future secured results, example, market share, there

is always a possibility of the market share coming down while the
organisation continues to be the leader in top line growth in an
enlarged market. How is this seen in the changed model?
Correct observation. The Assessor is to keep in mind the changes to
the operating as well as the external environment. Other ways of
looking is the rate of growth in the industry Vs Organisations growth,
gap in the market share between the leader and the next immediate
competitor etc.
29.
How will the assessors verify the sustenance of results in coming

years?

anticipate future performance
30.
Please explain ''Anticipate Future Performance and results'' on

page 54. Does it mean future trends and performance?
The future performance of the organisation is to be assessed by
anticipate future performance.
31.
Could you please explain the changes in RADAR?

In the Radar chart for Enablers, the 4 key changes are:
Refinements to be embedded in the approach
Flexibility in implementation with changes in environment
Measurement of efficiency apart from effectiveness
Use of creativity and Innovation to drive improvements. to

approach added
In the Radar chart for Results
Relevance and Usability: Under this element Scope and

Relevance, Integrity and Segmentation are the attributes.
Performance: Targets and comparisons are needed for key

results. An indication on the confidence of future performance is
important
Please refer to pages 26-29 of Model 2010 Brochure for additional

information.
.
32.
Please explain'' integrity

Integrity in the Radar for Results refers to timeliness, accuracy and
reliability of results.
33.
Please explain integrity in regards to approach.

With regard to Approach, the term used is integrated. It refers to
approaches that support strategy and are linked to other approaches
as appropriate. As per the Radar, Integrity is an attribute to assess
Results.
34.
Non financial outcomes not covered in key results why?

The non financial outcomes suggested in 9a are Volume of key
products or services delivered and key process outcomes. The
organization selects the parameters to demonstrate the success of the
organizations strategy deployment, as applicable.
35.
In slide 67 what are the changes in ''innovation & improvement'' in

The RADAR?
The question is unclear. Please refer to RADAR Chart for Enablers.
36.
Targets, comparisons are for key results only - is it not for all
types of results. Your views on this?
Correct observation. The model looks for targets and comparisons for
key results at the minimum, in all results sub-criteria.
37.
Model focuses on emerging trends and topics. Can you explain

with examples what sort of emerging topics being looked into?
The emerging trend and topics that need more emphasis include
creativity and innovation, sustainability, corporate governance,
organizational agility, Risk management, promoting products and
services, supplier management etc., to mention a few.
38.
Why the definition ''Key performance results'' is now changed to

Key results. Will it affect the assessment?
`Key Performance Outcomes are changed to Key Results. This change
is to directly integrate with the strategic intent. Key results are identified
in line with its chosen strategy by an organisation, to meet and exceed
the needs and expectations of its key stakeholders, towards achieving
its vision.
39.
While key results are given in the Assessment document, is it also

expected other results are also given?
Organizations develop and agree a set of performance indicators and

related outcomes to determine the successful deployment of their
strategy and supporting policies. These include the key results where
targets are to be set, in line with the chosen strategy and where
relevant, comparing them with other organisations.
40.
How to depict the future trend from the Results of 3 years?

Every company has growth plans based on the past performances and
for the current year they strategise appropriately. In continuation they
also keep a tab on the external factors and market dynamics and plan
for future. Such future forecasts give a better understanding as to how
the company proposes to grow in future.
Depicting targets for the future 2-3 years is not considered
mandatory/necessary, as merely specifying/ setting targets does not
guaranty the sustained positive performance in the future.
Further the future of the organisation is to be assessed by analyzing
trends, targets, comparisons of the past performance and the
understanding of cause and effect relationships (enabler to results,
results to results, efficiency and effectiveness of practices and
approaches) by the organisation. In addition the demonstrated
understanding of the changes, in operating and external environment,
by leaders across the organisation and the confidence that the results
are sustainable would provide information to anticipate future
performance.
41.
RADAR Relevance and usability of results. Who defines it?

The organisation based on its strategic focus would be able to identify
a set of key results for various stakeholders. These are manifest in Cr.
6, 7, 8, and 9 and one will have to examine whether the results shown
are relevant from strategic standpoint and useful to bring about
improvements in the Enablers. This cause and effect relationship will
be under the scanner.
42.
What are the evidences for timeliness in Result Chart? What

evidences are required that the performance will be sustained?
It refers to the currency of the data gathered for analysis and action.
(How up to date the data is).
43.
How do we prioritise from among the enablers when the

weightage is made same for all in contrast to earlier model with
different weightage?
Why prioritise? All Enablers are equally important.

44.
As far as RADAR new is concerned, why ''integrity'' word has

come there?
reliability of results.
45.
Is the model more flexible for the applicant organisation to decide

the parameters to report?
In line with the strategic intent, the organisation has the freedom to
select its key results that the organisation wants to pursue and attain.
46.
How to ensure ''Reliability of Data'' while assessing results?

Reliability of data depends on the capturing mechanisms adopted like
location, agency, timeliness etc.
47.
Creativity & innovation are rare things. How to assess at what

level a particular company stands on the path of creativity/
Innovation?
In the RADAR tool for Enablers, Creativity and Innovation are part of
Assessment & Refinement. This implies that they are assessed in all
the 24 sub criterion of Enablers. The broad method of assessment
would be:
What lessons did an organisation learn from deploying the various
approaches in the past (can be obtained from 6b-9b);
How the organisation refines the approaches (Creativity or
ideation);
How
new
ideas
are
implemented
approaches/deployment improved.
48.
(innovation)
and
Please explain ''Integrity'' in context of Relevance and usability

reliability of results. The other two attributes of the element Relevance
and Usability are Scope &Relevance and Segmentation.
For meaningful analysis to understand the current situation and
initiating improvement actions, the timeliness, accuracy and reliability
of data/results is a prerequisite.
49.
Assessors will seek evidence to understand if the organisation

has confidence that performance will be sustained - kindly
elaborate
50.
Please elaborate the word ''Confidence'' aspect in future

performance in `Results
The future performance of the organisation can be assessed by
analyzing trends, targets, comparisons of the past performance and the
performance.
51.
How to assess the Performance in results? Whether against Set

targets, Competition or Benchmarks.
The question is unclear. The Performance is to be assessed as per
RADAR Chart for Results for all the four attributes. (Refer page 29 of
Model 2010 Brochure).
.
52.
During assessment what is the dip stick differentiation between

Improvement & Innovation
Improvement is triggered from regular measurements of efficiency and
effectiveness of the approach and its deployment. Learning activity
may also be used to identify internal and external good practices and
improvement opportunities.
Innovation is the practical translation of creative ideas into new
products, services, processes, systems or social interactions.
53.
What is expected by integrity in results?

The assessor needs to look for timeliness, reliability and accuracy of
the data used to understand the status of performance.
54.
In results sustainability will now require data for not just past 3
years but forward view also. Will it be for past 3 yrs and forward 2
yrs data?
55.
In the definition of results does 'anticipating future results'' mean

we have to add 1-3 yrs plan figures in Application Document
Seeking merely targets for the future 2-3 years is not considered
mandatory/necessary, as merely specifying/ setting targets does not
guaranty the sustained positive performance in the future
The future of the organisation is to be assessed by analyzing trends,
targets, and comparisons of the past performance and the
performance.
56.
There is one important aspect added in the results evaluation...

which is on the fact that the assessors are to check the 'integrity'
of the data... how does one do that?
The assessor needs to look for timeliness, reliability, source and
accuracy of the data captured, in line with the strategy and diversity of
evidence in order to verify the integrity of results.
57.
What are the changes in RADAR approach in summary?

In the 2010 version, there is no change for the attributes covered under
performance, whereas the term Scope is replaced by Relevance and
Usability. The attributes covered under this are Scope and Relevance,
Integrity and Segmentation. Further, this comes first. Key results need
to be given attention to in terms of targets, comparisons and causes, to
understand the organisations ability to sustain the performance
58.
In a volatile market, how do we expect positive and sustainable

results for at least 3 years?
Excellence is all about sustainability. The model suggests a minimum
period of three years, in the fast changing environment. However, the
longer the better it is, as all of us know. Comparing with others is one
of the methods to understand the relative performance in the
environment it operates.
59.
What kind of evidence should be sought to understand if the

Organization is confident that the performance will be sustained?
Confidence in future aspects is to be assessed by analyzing trends,
targets and comparisons of the past performance and the
organizations
understanding of cause and effect relationships
(enabler to results, results to results, efficiency and effectiveness of
practices and approaches). Further, how leaders and other people
understand changes in operating and external environment and are
confident that their results are sustainable would provide information to
anticipate future performance.
60.
How key strategic outcomes are different to key performance

indicators?
Key Strategic outcomes are lag indicators. The Key Performance
indicators are the organizations internal measures, i.e. the lead
indicators that help to predict the strategic outcomes.
61.
What is the significance of inclusion of innovation in RADAR as

Innovation and Improvement?
Improvement and Innovation is an attribute to assess the element
Assessment and Refinement in the RADAR chart for Enablers. The
improvements to approaches/deployment can be made through the
learning arising out of analysis of internal performance or knowledge
gathered from external sources. Improvements can also be brought
about to approaches / deployment through translations new ideas in to
action (innovation).
62.
Please clarify regarding building confidence on sustained positive

performance in future based on the Result as the point is more
pertinent from Enabler point. i.e., Approaches cause Results.
63.
In RADAR & scoring, it is suggested to seek evidence to give

confidence that the organisation believes performance will
continue in the future. During assessment shall we look for
Evaluation & Improvement of the processes to enhance their
efficiency & effectiveness?
While the approaches cause results, in most cases, at times
favourable/ unfavourable performance results in due to the factors
beyond the control of the organisation. The organisation should be able
to identify what caused the results viz. whether the results are caused
out of specific action(s) of the organisation or by the factors beyond its
control. This aspect is better assessed to understand sustainability of
performance in the Results.
Confidence on sustained positive performance in future is assessed by
analyzing trends, targets and comparisons of past performance and
how the organisation understands the cause and effect relationships
(enabler to results, results to results, efficiency and effectiveness of
practices and approaches). Further how the organisation leaders
demonstrate their ability to anticipate and understand changes in

operating and external environment and their confidence that the
results will be sustained would provide necessary inputs to arrive at an
objective assessment.
64.
What is meant by Scope to assess performance & what is a

footprint of an organisation?
Please refer to the RADAR Tool for results. Scope is the extent of
comprehensiveness of the results presented to address the needs and
expectations of relevant stakeholders and being in alignment with the
organizational strategy. Footprint of an organisation is the impact it
exerts on the socio, economic and ecological environment.
65.
How to assess efficiency, creativity and timeliness for approach,

deployment and assessment and refinement?
This is not feasible to explain this, as there no one/ two line answers.
This will be addressed on during Refresher / other training
Programmes.
66.
In 2003 version of the model the performance indicators of results

criteria 4, the bullet points were prescriptive. In the new model it
is generic. That means organizations have to use their applicable
relevant indicators as per usability. How the assessors will assess
this?
A clear move has been made from a list of examples of measures to a
more generic description of the type or the fields of performance
depending on the relevance and usability, to understand the extent of
progress achieved, to deliver the strategic outcomes. Assessors need
to reach a consensus in understanding and agreeing on the relevance
and quality of data.
67.
In Enabler chart - how output from creativity is evaluated

prioritised and used?
There is a need to understand how organizations generate ideas on
new or changed approaches, criteria for short listing these and then
putting them into practice.
68.
Why learning is not given importance?

It is not understood how this impression has been gathered. The Model
and RADAR clearly bring out Learning, Creativity and Innovation as
means to refine the enablers.
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Question & Answers of Various Webinars of CII EXIM

Bank Award for Business ExcellenceA Compilation

At CII IQ, Bangalore, it is our privilege to present you the consolidated

Why changes have been made in the EFQM Model?

Why fundamental concepts have been shown in couplets

Will the assessment carried out in 2010 will be based on 2010

Will you please throw some light on the recognition levels?

Is this change applicable for the organisations going for

Does this EFQM MODEL also act as a maturity model?

Is any common model you have come across under 2c Criteria

Please expand UKEA / EEA

What is the aim of reducing the guidance points in enabler parts?

The 2010 Excellence model being generic irrespective of sector

the models language

We need the detailed guidance points against the changes made.

What is good result? Is it Industry average or compared to the

Can you suggest how to collate the best in class results?

How can organisations be made aware of all the changes or

It is said that this decade belongs to India. Do you believe these

Are the participant companies also informed about these

CII EXIM Bank Excellence model is now known as EFQM Model

The most important ellipse is missing from the model. Is there

Some of the new elements introduced in the model namely

Is there any change in the number of pages for the document?

75 Pages for Large Business Organisations/ Operating Units and 30

Will there be a change in award criteria cut off scores?

Is there a comparative study done on the final score of a company

What is the justification of making the weightages of all the

Is there a glossary of terms available to explain the exact

Is the score from previous version vis--vis new version can be

Since there are changes in the model, will there be a change in

Are assessors expected to look for more evidence now?

In respect of educational model, would the same generic model

Are there any restrictions on the number of pages in respect of

Are the changes we are doing here already implemented in

Due to these changes, will there be a need for every organisation /

Participation in the assessments is to know the current status of

As per 2010 version of the Model, Ellipse is now changed to

Is enabler and result should be balanced?

Will 'the balanced result' mean 'less importance' to BM?

What are the indications of a good balance of organizational

Would like you to please validate my observation that changes in

CII-EXIM award's upgraded EFQM 2010 focuses on Sustainability.

How sustainability principles are integrated in excellence model?

Sustainable performance depends on external and global

Could you elaborate what is meant by organizational capabilities

What could be a measure of organizational agility?

In view on the stress on innovation and creativity, is bench

The term review in old version now changed to Refinement in

According to psychologists, after 8 to 10 yrs of age creativity and

What is the intent of developing networks with stakeholders for

In the guiding principles language is targeted to manager. What is

'Creativity' in assessment and refinement - how different is this

Is there going to be any specific training for the assessors in the

What emerging trends/ topics included Slide 9?

The pre requisite is that the assessed organization is also

Let me ask fundamental question... the reason behind naming the

What one significant should Assessor focus on transiting to

What help can we receive from CII in the area of Benchmarking in

Sustainability has been addressed in the model in a big way. Does

Sustainable growth and green technologies are being heavily

There seems to be a stress on sustainability, is it because of the

There is a mention of 'confidence' aspects in 'future performance

How can one audit the Managing by Processes when we say it