Innovate your way to growth through value creation and capture

The EFQM Model 2010 has an updated Fundamental Concept: "Nurturing Creativity and Innovation" which sharpens its forerunner: "Continuous learning, improvement and innovation".  Its definition is given as "Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders."

Although innovation has always been fundamental to the working of excellent organisations - and formalised in the EFQM Model through the learning cycle between Results and Enablers - its explicit revision within EFQM's eight Fundamental Concepts is an acknowledgement that innovation is now an issue of particular importance.  It is fitting that this should be true now, as the 'easy growth' of the last decade turns into a period of greater economic uncertainty, and excellent organisations begin to differentiate themselves on the basis of sustaining their capability to innovate.
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How can KPN "Get Back to Growth" - the strategic focus it voted itself in 2007, after years of recovery and consolidation?  Innovation is undoubtedly part of the answer: KPN is a key provider in the Netherlands and neighbouring countries of communications services and technology within a sector that is both highly dynamic and competitive.  To grow, it must adapt to new technologies and develop new and relevant customer propositions.  To capture the value of these propositions it must please its customers to a greater extent than its competitors, ensure their loyalty and willingness to recomment KPN's services.

This strategic focus has already begun to reward KPN with an admired level of sales growth and profitability.  However, Ad Scheepbouwer, Chairman of the Board of Management and CEO, believes that the company must do more to secure sustainable growth.  [Read more]

Top of the list?  Why ranking tables are a poor substitute for EFQM Assessment - By Hervé Legenvre
Comparisons are useful.  Along with Trends and Targets, and an understanding of the Causes behind business results, comparisons let you know how well you are doing against the others.  But the increasingly popular use of corporate rankings is a poor substitute for making a detailed assessment of where you actually stand on the key issues that concern your business.  Journalists and academics cannot replace the role played by informed and experienced Assessors.  Providing comparisons, in the form of corporate ranking tables, is big business.  If you want to know where you stand in terms of your size or greatness, there is a very wide range of different ranking tables to look through, published in business journals or by rating agencies, business schlools and non-governmental as well as governmental organisations.  [Read more]

Also take a look at our other blogs:
Taking information for granted, by Melissa Rancourt [Read more]
There is no 'acceptance' in entrepreneurialism, by Melissa Rancourt [Read more]
The delayed cost of complacency, by Melissa Rancourt [Read more]
We're not out of the jungle, yet, by Hervé Legenvre [Read more]
Taking our place in the bonus debate, by Hervé Legenvre [Read more]
Better service can be slower service, by Melissa Rancourt [Read more]

EFQM brings together organisations striving for Sustainable Excellence.  
Click here to read more about the mission and vision of EFQM.