In the February issue of the Excellence in Action, you will find...
Last December we sent out a survey to the Excellence Community to try and figure out what people thought of EFQM. More precisely, we wanted to understand how the EFQM Excellence Model and EFQM as an organisation are perceived. This is the third year we have run this survey. Having a large sample (over 500 responses) is essential to perform a proper segmented analysis of all our stakeholders’ opinions and understand their expectations regarding EFQM and the Model. Member or not, EFQM Model user of not, partners, trainers and consultants, we pursued everyone’s opinion. A big “Thank You” for your contribution.
The survey clearly shows that the perception of the EFQM Excellence Model within the community is positive and that this has improved over the last 3 years in most of the areas included. However, from our perspective, the best news is that you recognise the improvements we’ve made to the way we work as a Foundation over the last few years. Whilst the trends do show we’re improving, we know we’re far from perfect. And, given what we do as a Foundation, that’s something we will to address. We went through every one of your comments to better understand what really matters to you and where you think we need to focus our efforts. One of the things that became immediately apparent from this analysis was our communication. Many of you were asking for products or services that we already provide… you just don’t know it!
- 89% of people agree using the Model helps increase the competitiveness of their organisation.
- 90% of people agree using the Model helps develop a culture of continuous improvement.
Five years after the financial crisis erupted, executives’ economic expectations reached an annual peak at the end of 2013. They are not bullish quite yet but they certainly anticipate that conditions will continue to improve. The World Bank (WB) and the International Monetary Fund (IMF) support this analysis in their January forecast, the first optimistic one of the last three years. “The world economy is showing signs of bouncing back” for the WB. According to the IMF, “Global growth is expected to increase in 2014 after having been stuck in low gear in 2013”.
Global conditions have improved in the last six months and executives are overall more optimistic about the outlook, according to McKinsey's Global Survey. 40% of executives surveyed in the Eurozone consider that market conditions in the region are better than six months ago, versus 33% that they are the same and 27% that they are worse. This compares with 45%, 33% and 23% across the globe. 60% of executives consider that regional conditions have improved in the past six months. Asia-Pacific leads the way in regional optimism. . It is also interesting to note executives in developed economies are much more upbeat on this point than their peer in developing economies. Last, a majority expect positive trends in workforce size, demand and profits, though Europeans are the least optimistic.
2014 is a special year for EFQM; it's our 25th anniversary. As with all anniversaries, one has to pause to reflect on the past and consider what has been achieved. The decision to form EFQM was taken by the CEOs of 14 leading European companies, with Jacques Delors, then President of the European Commission, as the catalyst. The "total quality management" movement, started in Japan in the late 1950s by Demming, had seen first Japanese and the American companies gaining a competitive advantage, both in terms of cost and quality. Europe was falling behind. A quick look at the current economic situation might have you scratching your head and wondering what's changed...
As time passes people take chances and seize opportunities. Lately you may have met new EFQM workers who joined the Team to replace those who continued their Journey Towards Excellence on a different path. Don’t hesitate to contact them should you need help or support! Regina, Sylvia, Cécile, Berta and Cédric are 5 new faces at EFQM...
It is sadly the case that whilst Innovation is often recognised as important in the ‘C-Suite’ or Boardroom, there is typically a massive gap between Innovation rhetoric and action. Most senior managers recognise the role that Innovation can play in developing their organisations; they know that Innovation is often essential to creating or maintaining future revenues and value, but they can become paralysed by past failures or an over focus on process efficiency and/or just a lack of leadership consensus on how best to manage it. You need to have an Innovation Compass? Successful innovators find ways to manage the delicate balance of investing in the future, whilst sustaining the benefits being obtained from their current core offerings. -They forecast how much Innovation they need and what specifically it should achieve for them, but the big question is how best to do this? Regrettably, most academic work on Innovation does little to help with such aims; valid research is fragmented and where systemic views exist they are rooted in the micro-perspective of a specific discipline, and little cross-faculty, cross-discipline work is done to consider the broader subject from the perspective of the holistic organisation-wide management systems, within which most business managers have to operate...
By Chris Hakes, Editor, The Innovation Reboot Project, Cambridge, UK.
How far will you go to Wow a Customer with Creative Customer Solutions? A large part of customer service success is creating a seamless experience. Customer needs are anticipated, systems are in place, employees are trained. We are looking at examples of how organisations have managed the transformation from product focus to service and from service to solutions, engaging and developing the talent of their people to build creative customer solutions. This competition open to any organisation - Global or Local, Private or Public Sector, Large or Small, etc…, whether you are an EFQM Member or not.
You are possibly very familiar with the EFQM’s RADAR as the tool within the EFQM Excellence Model that we use to assess an organisation – identifying strengths and areas for improvement and scoring. But did you know that when RADAR was originally launched the EFQM intended that the tool should be used in day-to-day management, and not solely for assessment? The RADAR developers realised that a truly effective tool for assessment should be based, not upon something different or additional to good management practice, but rather upon what any good manager or management team should be doing in their daily work.
By Marc Webster, member of EFQM's Faculty of Trainers.