COMMITTED TO THE PATH OF SUSTAINABILITY

EXCELLENCE

How you define excellence ?

JM Soulier – Wednesday 25th March 2015

We KanEFQM MODEL

"All European organisations, both in the public and private sectors, are facing new challenges. The increasing pressure to compete on a global stage with limited resources means we all have to work together to secure our future prosperity, and that of generations to come. The EFQM Excellence Model provides a framework that encourages the cooperation, collaboration and innovation that we will need to ensure this goal is achieved."

Herman van Rompuy, President of the European Council

EFQM (the European Foundation for Quality Management)

We KanEFQM MODEL

o Used by more 30 000 organizations in the World

o Used by 10 000 organizations in Europe

o Used by 153 organizations in France

o Adapt to all sizes of organizations

o Since 1992o 25 Awards in UKo 16 or 17 Awards in Germanyo 14 Awards in Turkeyo 5 Awards in France

We KanEFQM MODEL

The model is both a guide, an evaluation framework and a repository of comparison for organizations.

It integrates three dimensions

Bases principles called “FUNDAMENTAL CONCEPTS”

Maturity standard called “MODEL CRITERIA”

Virtuous loop called “RADAR LOGIC”

We Kan8 FUNDAMENTAL CONCEPTS

Excellent Organisations achieve and sustain outstanding levels of performance that meet or exceed the expectations of all their stakeholders.

We KanMODEL CRITERIA

Applicable to any organisation Based on nine criteria

5 are ENABLERS 4 are RESULTS

32 sub criteria (24 Enablers + 8 Results) 130 help items

We Kan5 ENABLERS

What an organisation does and how it does it

LeadershipExcellent organisations have leaders who shape the future and make ithappen, acting as role models for its values and ethics and inspiring trustat all times. They are flexible, enabling the organisation to anticipateand reach in a timely manner to ensure the on-going success of theorganisation.

StrategyExcellent organisations implement their Mission and Vision by developinga stakeholder focused strategy. Policies, plans, objectives and processesare developed and deployed to deliver the strategy.

We Kan5 ENABLERS

What an organisation does and how it does it

PeopleExcellent organisations value their people and create a culture that allowsthe mutually beneficial achievement of organisational and personalgoals. They develop the capabilities of their people and promote fairnessand equality. They care for, communicate, reward and recognise, in a waythat motivates people, builds commitment and enables them to use theirskills and knowledge for the benefit of the organisation.

Partnerships & ResourcesExcellent organisations plan and manage external partnerships, suppliersand internal resources in order to support their strategy, policies and theeffective operation of processes. They ensure that they effectivelymanage their environmental and societal impact.

Processes, Products & ServicesExcellent organisations design, manage and improve processes, productsand services to generate increasing value for customers and otherstakeholders.

We Kan4 RESULTS

What an organisation achievesThese are the results an organisation achieves, in line with their strategic goals. In all four results areas, we find that excellent organisations:

Develop a set of key performance indicators and related outcomes to determine the successful deployment of their strategy, based on the needs and expectations of the relevant stakeholder groups

Set clear targets for key results, based on the needs and expectations of their business stakeholders, in line with their chosen strategy

Segment results to understand the performance of specific areas of the organisation and the experience, needs and expectations of their stakeholders

Demonstrate positive or sustained good business results over at least 3 years

Clearly understand the underlying reasons and drivers of observed trends and the impact these results will have on other performance indicators and related outcomes

Have confidence in their future performance and results based on their understanding of the cause and effect relationships established

Understand how their key results compare to similar organisations and use this data, where relevant, for target setting

We Kan4 RESULTS

Customer ResultsExcellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their customers.

People ResultsExcellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their people.

Society ResultsExcellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of relevant stakeholders within society.

Business ResultsExcellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their business stakeholders.

We KanSo who do you work for today ?

You work for all these stakeholders. And it's part of the job of the Management Team to understand what they expect from my organization.

The EFQM Excellence Model provides a holistic tool for assessing howeffective you are in developing and delivering a stakeholder focusedstrategy.The Model is a cause and effect diagram. If we want to achieve adifferent result, we need to change something we do within theorganization.

We KanRADAR LOGIC

Structured approach to questioning the performance on an organization

Determine the Results it is aiming to achieve as part of its strategy What are we trying to achieve ?

Plan and develop an integrated set of sound Approaches to deliver the required results both now and in the future How do we try to achieve this ?

Deploy the approaches in a systematic way to ensure implementation How / Where / When was this implemented?

Assess and Refine the deployed approaches based on monitoring and analysis of the results achieved and ongoing learning activities. How do we measure whether it is working? What have we learning and what improvements can be

made?

We KanRADAR LOGIC

We KanASSESSING ENABLERS

In practical terms, this means we look for:• Sound and integrated approaches that support the achievement

of the organization's strategy• Structured deployment within all relevant areas of the organisation

that enables refinements to be implemented within appropriate timescales

• Measurement being carried out so the organization can understand how well the approach is working and how effectively it has been implemented

• Learning activities being undertaken to identify alternative or new ways of working

• Improvements being implemented as a result of measurement and learning (closing the loop)

When assessing Enablers, we look at the approaches adopted, how they have been deployed and how the organisation assesses and refines their efficiency & effectiveness over time.

We KanASSESSING ENABLERS

We KanASSESSING RESULTS

When assessing Results, we first look at their Relevance to the organisation's strategy and how useful they are in reviewing progress against these key objectives. When then look at the performance of the results themseves,

In practical terms you should be looking for :

• Results which clearly show how the organisation is progressing against its key strategies for the criterion

• Reliable data that can be segmented to give a clear understanding of what's happening in relation to different stakeholder groups, products or processes.

• Positive trends over a 3 year period• Targets, which are appropriate for the strategic objectives, being

achieved• Appropriate comparisons and benchmarks to put the results in

context within the organisation's operating environment• Evidence to show that the organisation understands the underlying

drivers of the results and effectively managing them to ensure that performance levels will be sustained into the future

We KanASSESSING RESULTS

We KanThe paths of Excellence

We KanCONCLUSION

a set of best practices on the performance in the duration of organizations in an open and non-prescriptive form (On average 6 best practices for 24 sub-criteria =144 good practices)

A set of simple and applicable concepts and values

a multicultural language allowing the Exchange and improvement in the business

a repository adopted by hundreds of companies of all sizes to compare with others

A repository unifying, systemic and integrative approaches

We Kan

2 FACETS

RESULTS Facts and figures Show your performance Past, present, future

FACTORS Approaches How to work impact results

From right to left Effects of results To the cause in the factors

From left to right The cause in factors To the effects in the results

4 STAKEHOLDERS

SHAREHOLDERSAchieving the missionValue, strategy and key (criterion 9) resultsRECIPIENTS OF PRODUCTS AND

SERVICESClient results (criterion 6)What they say (impact), what you do (efficiency)

STAFFPeople results (criterion 7)What they say (impact), what you do (efficiency)

CIVIL SOCIETYCivil society (criterion 8) resultsWhat they disents (impact), what you do (efficiency)

CONCLUSION

We Kan

5 ENABLERS

Where all results come from :-Processes, products and services (criterion 5)

Everywhere where there is need:- Of partnerships and resources (criterion 4)

Teams- By connecting them to resources and processes (criterion

3 People)

Those who have the power to "that's it or break it"- Leadership (criterion 1)

CONCLUSION

We Kan

7 questions on the results (facts, figures and curves)

Relevance and Usability

• Scope and Relevance• Integrity• Segmentation

Performances

• Trends• Targets• Comparisons• Causes

Strongly positive trends for 5 years Is that you reach goals and exceed Do you compare with the best in the

world Can you demonstrated that thanks to

your approaches this is what provides the results tomorrow

CONCLUSION

We KanCONCLUSION

8 CONCEPTS

We Kan

When you climb a mountain you need – among other resources –instruments, maps, techniques, skills, and (most important) willingness to do it, on a sustained way, in order to get to the top.

Within the EFQM Model : 1. Your Organization is the mountain,

2. Excellence is your target – at the top (with some intermediary steps),

3. Concepts are the Alpinist’s light motif (foundational values and principles) that guide you on your resilient progression to the top,

4. The 9 Criteria act as Map, Compass and Altimeter and other measurement instruments – which characterize the determinants of your progression (enablers) and rate the performance of your achievements (results),

5. RADAR is the Method to manage your progression,

6. EFQM recognition scheme are the flags that mark your achievements.

CONCLUSION

We KanCONCLUSION

ORGANIZATION BENEFITS Self-assessmentFormalization of the strategyEntrepreneurial visionManagement of projectsRelations with suppliersControl of mergers and acquisitionsImage with customersAbove the best of the best

We KanCONCLUSION

Accompany an organizationto sustainable Excellence Award

I HAVE A DREAM

TEL : +(33)6 22 52 14 84-email : jmsoulier@gmailcom

Clic Picture

We Kan

Thanks for you attention.We look forward to your

questions and participation.

ThanksSources :- EFQM : © EFQM is a brand protected- A Meyer : author of « Le guide de l’EFQM version 2013 » Editions Lexitis