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EDITORIAL Message of the EFQM CEO, LĂŠon Tossaint

Dear Readers, This October EFQM Newsletter comes just after our very successful EFQM Forum in Milan, where we had a large audience from all of our EFQ M stakeholders: partners, members and the wider network of EFQ M experts. During the Award dinner we could celebrate all the recognised organisations, which have participated in the 2016 version of EFQM Excellence Award programme. The EEA programme of 2016 was also remarkable since the evaluation has shown the highest NPS score for the satisfaction of both the EEA Applicant organisations as well as the Award assessors. This is by the way the result of the changes we have made in the EEA process: to focus strongly on the strategic challenges of an organisation (EEA Applicant) and the deliver a high added value on further improving such a very mature (>600 points) organisation linked to their business strategy. You will read more in this Newsletter about the EEA 2016 Winning organisations. We like to encourage our member organisations to consider joining the EEA 2017 programme. Please contact EFQM to find out more about the conditions for participating, but most convincing are the results of the EEA 2016, which show the benefits from participating in this unique global EFQM Excellence Recognition Programme. Within this newsletter you also can find an article from Paul Grizzell comparing Global Performance Excellence Models, specific: the European EFQM Model, the American Malcolm Baldrige Model and the China Quality Award Model. The models themselves are quite comparable with the Values (Fundamental Concepts) and the different Criteria for each of the Models. Paul, who is working with each of these 3 Models in the different Regions, clearly recognizes the EFQM RADAR system as the best evaluation system to measure the excellence maturity of an organisation. This article is also very adequate for the GEM (Global Excellence Model) Council which will be organised mid October in Sao Paulo, where I will facilitate the discussion on the future development of Excellence Models with my colleagues around the world: from USA, S-America, Japan, Singapore, Malaysia, Australia and the 2 new GEM Members which EFQM has introduced: China and UAE. EFQM is taking a leading role in this global Excellence approach and I will come back on the outcome of the GEM Council in our November News letter. Wish you an enjoyable reading, LĂŠon Tossaint


NEWS FROM THE EFQM BOARD OF DIRECTORS Every month the EFQM Board of Directors shares with you its vision of the future for the Community. EFQM LEADING EXCELLENCE The EFQM Board of Directors has launched the new EFQM logo, which radiates a strong message to all our stakeholders: "EFQM Leading Excellence". This ambition is fully in line with that of the EFQM Founding Fathers in 1988 when they - all CEOs of Leading Organisations in Europe - took the lead to launch the Foundation. EFQM Leading Excellence is a reflection on the role EFQM takes to support all its members on their drive to improve their global competitiveness; it is also a reflection on the leadership EFQM takes in supporting all its (National) partners around the world in creating a culture of Excellence within their countries and together with their members, driving for excellence. EFQM Leading Excellence is finaly also a reflection we, as Board Members, have in our daily job, to make our own organisation more competitive, to create Role Model Practices is our way of working and to anticipate stakeholders satisfaction beyond their needs...


EFQM INTRODUCES ITS NEW IDENTITY EFQM has a new logo and completely new graphic universe to share with you!

We are proud to announce the launch of our new logo as part of the ongoing evolution of the Foundation’s brand. This review is a result of our growth and expansion as excellence leaders of a global network rich of more than 400 members and 30.000 EFQM Model users. With our new logo comes a reshaped and dynamic graphic line with strong value and meaningful attributes. The key symbol of our new identity expresses the dynamic ongoing movement of organisations in their constant journey towards excellence while the baseline reinforces what EFQM is all about. We are proud of our rich history; this is why our new logo retains core elements. All our collaterals will be updated in the coming month: marketing literature, online presence, our partners’ & member’s logos, etc. Keep an eye out to discover the new EFQM universe!


ENJOY YOUR MEMBER BENEFITS • EFQM Member Logo • Member Newsletter • Expert Webinars • Good Practice Visits • Free Workshop and Training for new Members • 20% Discount on EFQM Portfolios • Training Courses • Recognition & Assessment • EFQM Publications • EFQM Forum Being part of the EFQM Community is your opportunity to learn from others as well as contributing to this wide network of peers from other organisations from Europe and beyond. EFQM Members include more than 400 organisations, sharing a common goal; the pursuit of excellence. The EFQM Excellence Model is a common language; it facilitates the sharing of experiences.

A few numbers about Membership Likelyhood to renew Membership since 2012 from 2012 to 2016 in %

In 2015, more than 90% of EFQM Members were certain to renew their membership. EFQM has managed to retain over the years its members by providing them with the products and services they need. Every year, EFQM surveys its members and the Excellence Community to always remain relevant and provide the best services possible.


JOIN THE EFQM EXCELLENCE AWARD PROGRAMME 2017 The objective of the EFQM Excellence Awards is to recognise Role Model organisations in Europe and beyond, whether private, public or non-for-profit. These are excellent organisations with an indisputable track record of success in turning strategy into action and continuously improving their performance. The EFQM Excellence Award is supported by one of the most rigorous assessment processes. To identify the nominees, a team of 5 – 7 international experienced managers spend one week on applicants’ site, or an average of 500 hours per applicant; reviewing documents, interviewing and analysing the organisation against the EFQM Excellence Model. The feedback from the assessor teams are then presented to an independent jury that decides the level of recognition for each Nominee. WHY TO APPLY? • Enhance your brand image and reputation • Find out how good you are and discover your true potential • Motivate and energise your people • Receive independent, stakeholder focussed value-adding feedback • Announce your success and join the Winners’ club

Outside Europe • Pre-requisites that need to be fulfilled include: Applicants need to achieve 5 star Recognised for Excellence directly through EFQM DOCUMENTS NEEDED • Signed application form – available at • EFQM Management document with - Key information & key results - Enabler map FEEDBACK • Focuses on the organisation, its strategy and challenges • Helps the organisation to focus on what is important for its future • Stimulates the identification of practical next steps and how to improve • RADAR scoring

WHO CAN APPLY? The Award is open to any organisation but applicants must have received 5 Star Recognised for Excellence or equivalent through National Awards before they can enter the Award process. Europe The Award is open to every high performing organisation in Europe including: • EU Countries • Organisations in countries having an EFQM partner or representation and national Award process


Excellence Award

Congratulations to the EFQM Excellence Award Applicants 2016! On behalf of the Excellence Community, we would like to congratulate all Applicants of the EEA 2016 for the dedication and efforts they are making everyday to continuously improve and remain Role Models. We are very proud to work with you and to count you as Members of the Community. Once again, Congratulations! EFQM EXCELLENCE AWARD WINNER 2016 - AYUNTAMIENTO DE ALCOBENDAS

Ayuntamiento de Alcobendas is a municipality that goes the extra mile for its citizens, sometimes delivering creative activities over and above its mandate to satisfy and exceed its customers’ needs despite a sometimes difficult environment. The Jury recognised that Alcobendas demonstrate Role Model approaches, behavior and results in various areas such as: Economic planning and management toward sustainability, responsible management and transparency but also Participation of its stakeholders in process and service design and decision of municipal policy. Alcobendas really shows what a Role Model municipality should look like, already perceived as a national Role Model in Spain, reading now to learn from at global level. EFQM PRIZE WINNER IN MANAGING WITH AGILITY - AÉROPORTS DE LYON Aéroports de Lyon has started its journey to Excellence a long time ago which is quite visible in its culture and working style. The assessor team visiting the company and the EEA Jury were both impressed by the strategy planning and deployment, but also by the EPM – Enterprise Management tool and the Airport Operational Control Center. Well done! EFQM PRIZE WINNER IN ADDING VALUE FOR CUSTOMERS & CREATING A SUSTAINABLE FUTURE - BRADSTOW SCHOOL


Bradstow School is an institution recognised by many as unique in the field of several mental disabilities and autistic spectrum and providing exceptional care to children. The Jury was impressed by the people development with reflective practice to deliver extraordinary level of care and education to Bradstow’s patients, within a culture of gentleness. The Blue sky days, high 5 is another Good Practice recognised by the Jury. Well done!

EFQM PRIZE WINNER IN SUSTAINING OUTSTANDING RESULTS - CITY OF GLASGOW COLLEGE City of Glasgow College is the largest college in the region of Glasgow after a successful merger of 3 city colleges in 2010. They are the global leader for maritime education. A characteristic of CoGC is its top level commitment and understanding of excellence but also a close relationship with its students. The EEA Jury was impressed by the strong orientation to results driven by priorities, aims and targets. Well done! EFQM PRIZE WINNER IN LEADING WITH VISION, INSPIRATION AND INTEGRITY - GC EUROPE GC Europe is the embodiment of the successful merging of the Japenese and European cultures and values within a company. As a result, the company and its emploees share a very special bond which, together with a strong focus on improvement processes, allow GC Europe to constantly remain innovative and leading within their business. The Jury was especially impressed by the Leadership behavior driving the company and by the common values defined in the “GC No Kokoro” framework which unites all associates. Well done! EFQM PRIZE WINNER IN DEVELOPING ORGANISATIONAL CAPABILITY - GLASGOW HOUSING ASSOCIATION Glasgow Housing Association is an organisation that proved you can turn a failing organisation into a high performing one with 90% customer satisfaction. The Jury was impressed by the many approaches in place that allow Glasgow Housing Association to achieve such high results, this includes: The Think Yes approach, Communities of Excellence, Partnership Management or Apprenticeship. EFQM PRIZE WINNER IN ADDING VALUE FOR CUSTOMERS - GENERAL DIRECTORATE OF IETT ENTERPRISES General Directorate of IETT Enterprise in an institution facing many challenges to ensure the mobility of Istanbul’s citizens and coming up with innovative solution based on its strong customer focus. The Jury was especially impressed by an approach called “Empathy Week” during which a quarter of the employees and manager use public transports and collect improvement opportunities from the point of view of a customer. Well done! EFQM PRIZE WINNER IN CREATING A SUSTAINABLE FUTURE & SUSTAINING OUTSTANDING RESULTS - ROBERT BOSCH GMBH, BLAICHACH PLANT Robert Bosch GmbH, Blaichach Plant is a mature organisation that has been committed to continuously improve for a long time and received many awards over the years, highlighting that they’re striving for Excellence. The Jury was impressed by several approached developed by Blaichach Plant, starting with the Apprentice programme “Tat vor ort”, it’s excellent deployment of Industry 4 .0 showing their technology leadership. Well done! EFQM PRIZE WINNER IN DEVELOPING ORGANISATIONAL CAPABILITY - STAVROPOL STATE AGRARIAN UNIVERSITY Stavropol State Agrarian University, who took part in the EFQ M Excellence Award 2013, has shown significant progress in several areas proving its commitment to continuously improve for the benefit of a ll i ts stakeholders. The Jury recognised that Stavropol University demonstrates many Good Practices, for example in putting the emphasis on the student upbringing process, or by having implemented a holistic approach to develop new products and services. Well done!


EFQM EXCELLENCE AWARD FINALIST - AHOLD CZECH REPUBLIC, A.S. Albert Czech Republic was the first retailer in the country in 1991, supplying food and basic nonfood products. This ambitious organisation now operating in the consumer goods sector has been able to develop a strategy to strive in a saturated market and grow. The EEA Jury recognised the clear dual strategy for growth, but also the social role played by AHOLD to provide healthier food for children but also a sustainable future for society. Well done! EFQM EXCELLENCE AWARD FINALIST - BOSCH SECURITY SYSTEMS, S.A. Bosch Ovar is located in the Industrial area of Ovar city, 30 km south of Oporto. It acts as an Electronics Manufacturing Service provider and is part of Bosch Security Systems Division (ST). Both the Assessor Team and the EEA Jury were impressed by the solid growth led by the leaders of Bosch Over who managed to obtain new customers, increase sales and Plant output. Well done! EFQM EXCELLENCE AWARD FINALIST - COCA-COLA ICEÇEK SUPPLY CHAIN Coca Cola Icecek A.S. is part of Coca-Cola System and acts as bottling company in 10 countries. This company employs 10.000 proud staff, eager to grasp opportunities for development and to share knowledge, taking over best practices between plants. The EEA Jury clearly saw that Coca Cola Icecek understands its impact on the society and environment it operates in, and is strongly acting according to I with a well-integrated sustainability approach cascaded down to the plant level. Well done! EFQM EXCELLENCE AWARD FINALIST - HOSPITAL UNIVERSITARIO INFANTA ELENA Hospital Universitario Infanta Elena is a private hospital located in the Madrid region and has the best patient satisfaction rate of the Group 1 - less complex hospitals. It was clear to the EEA Jury that HUIE has a strong focus on technology and Innovative tools and services to remain competitive but also to offer quality care to its patients, who are at the heart of the hospital’s activities. Well done!


EFQM EXCELLENCE AWARD FINALIST - RECUPEL VZW Recupel is a non-for-profit organisation founded to organize the Waste Electrical and Electronic Equipment take-back obligation in Belgium. Recupel showed that it knows how to improve and prepare itself and its partners to meet current and upcoming tasks. In this regard, the EEA Jury noticed particularly the several new approaches that have been implemented to ensure the positive future for Recupel. Well done! EFQM EXCELLENCE AWARD FINALIST - TARSUS BELEDIYESI Tarsus Belediyesi is a Turkish public entity organisation established to meet the common needs of residents in Tarsus. The Municipality has showed it could manage and sustain change without decreasing its performance results. The jury recognized as such the good approaches implement in all areas and in balanced way but also the solid results achieve by Tarsus Belediyesi. Well done!

Discover all the pictures of the Celebration Dinner on our Facebook Page


THE EFQM FORUM 2016 Did you miss the EFQM Forum 2016? Or maybe you would like to see again the slides from one of the presentations? It is possible!

Please find below t he presentations of th e EFQ M Fo rum. (Only th ose for wh ich th e speakers authorised it to be shared are available and where possible, the PDF file is added). Click here to access the photos of the Forum, the Celebration Dinner and the Award Ceremony. Your feedback is important to us! If you did not get the chance to fill in the paper form on site, would you mind filling in the online survey? Many thanks in advance. If you need a Certificate of Attendance, click here to create your own from the PDF template. Simply enter your first and last name in the "blue" fields. • • • • • • • • • •

Opening the EFQM Forum - Dr. Andreas Wendt, Chairman of the Board, EFQM Driving Excellence beyond the Limits - Leon Tossaint, CEO, EFQM Driving beyond the Limits - Mika Hakkinen Beyond the Award - How to keep the fire burning - Dr. Andreas Wendt, Senior Vice President, BMW Group Plant Regensburg Future Trends on Excellence - Dr. Christian Forstner, Director Business Development, EFQM How to manage the unexpected - Fred Lebeer and his band Industry 4.0 - Rupert Hoellbacher, Senior Vice President Manufacturing for Business Unit Active, Safety and Technical Plant Manager, Bosch Plant Blaichach Happiness as a Driver for Excellence - Malene Rydahl Dubai 2021... Ambitions for Excellence beyond the Limits - Dr Al Nuseirat, General Coordinator of the Program at the Executive Council, DGEP Excellence beyond - Prof. Vittorio Cesarotti, Professor and Director at Executive MBA, Universita di Roma "Tor Vergata"

The links to the video recording of the whole EFQM Forum will follow in due course. To download the presentations, please click here. Looking forward to seeing you soon! The EFQM Team


GLOBAL PERFORMANCE EXCELLENCE MODELS My work in helping organisations focus, align, and accelerate their performance excellence efforts has given me the opportunity to work with organisations around the world - as well as with the quality award programs that support those countries. Rather than put any effort in describing the differences between these programs, I feel it would be better to focus on how they are similar, as well as to consider the opportunities for each of these organisation to consider what they can learn from others – all with the goal of ensuring that the quality award programs drive increasing competitiveness for those organisations that are willing to commit to becoming high performers – to not be satisfied with mediocrity.

1. Foundational Characteristics Three quality award organisations that I work with demonstrate similar foundational characteristics. These describe the evidence-based foundational characteristics of high-performing organisations. If an organisation desires to be represented by these characteristics, then the Criteria of each of the quality award programs is like the road map to help them get there.


2. Criteria for Performance Excellence I have found that the best way to engage senior leaders in a performance excellence program is to gain their commitment to the foundational elements of excellence (above). Once that commitment is gained, the need to develop processes to help answer the key question of “How do you know…?” becomes evident. The Enabler (or Process) Criteria asks what an organisation does and how it does it. The Results Criteria describe outcomes or achievements – focused on what is important to the organisation’s success. High-performing organizations demonstrate alignment between the Enablers/Process categories and the Results categories. EFQM, Baldrige, and China Quality Award all demonstrate very similar Enablers/Process and Results Criteria. All are non-prescriptive, not telling an organisation what it has to do, but asking how it addresses the Criteria in the context of what is important to the organisation.

3. Evaluation and Improvement System Each quality award organization has an evaluation and scoring system that is the basis for quality award recognition. This evaluation may be an external evaluation that is the basis of the quality award recognition level. It may also be an internal assessment or an external assessment by independent Assessors/Examiners for the internal review of the organization’s performance excellence systems. However, more than just evaluation systems that assess an organization for an award level, the evaluation systems are a measure of the performance excellence maturity of an organization. EFQM’s RADAR logic is, in my opinion, the role model performance excellence assessment method. EFQM has done a great job of building the RADAR logic in a way that makes it an effective tool for evaluating an organization’s enablers (processes) and results.


R – Required Results Do results demonstrate relevance and usability? • • •

Scope and relevance Integrity Segmentation

What performance do the results demonstrate? • • • •

Trends Targets Comparisons Confidence

A – Plan and develop Approaches Are approaches: • •

Sound? Integrated?

D – Deploy Approaches Is deployment: • •

Implemented? Structured?

AR – Assess and Refine Approaches and Deployment Are the approaches and deployment assessed and refined? • • •

Measurement Learning & Creativity Improvement and Innovation

The Baldrige Performance Excellence Program uses a similar model to assess an organisation’s performance excellence. A set of Process and Results Scoring Guidelines are based on the following parameters: Process Scoring Guidelines: Approach – are the organisation’s approaches responsive to the Criteria requirements? Deployment – are the organisation’s approaches effectively deployed? Learning – does the organisation have fact-based evaluation and improvement methods? Does the organisation innovate? Integration – are the approaches aligned and integrated to organisational needs? Results Scoring Guidelines: Levels – do the results demonstrate current performance on a meaningful measurement scale? Trends – do the results measure performance over time? Comparisons – do the results measure performance relative to appropriate competitors or similar organisations? Integration – do the measures of performance address important performance requirements? 14

Summary Global performance excellence models have advanced significantly since their origin in the late 1980s. These models have moved from being primarily manufacturing quality award programs to organisational performance excellence models that are relevant to any business segment of any size. These models demonstrate assessment and refinement – systematic evaluation and improvement of the performance excellence models based on learnings about practices of high performing organisations. Organisations that are committed to performance excellence – in the eyes of their customers – would do well to adopt the performance excellence model of the country/region in which their headquarters is located. For multinational organizations, it’s best to choose one model for the organisation to ensure that they are using a common language of performance excellence that will drive performance excellence across the entire enterprise. Core Values Partners, Inc., helps organizations focus, align, and accelerate their performance excellence efforts through effective deployment of the EFQM Excellence Model, the Baldrige Criteria for Performance Excellence, and the China Quality Award. Core Values Partners works in close partnership with clients to fulfill their purpose of advancing excellence.

About Paul Grizzell As an EFQM Licensed Advisor, I represent EFQM and have been approved to work with EFQM members. I assist these members in implementing performance excellence programs based on the EFQM Model. As a part of becoming a Licensed Advisor, I completed a three-day EFQM Assessor Training Session in Brussels, Belgium, and demonstrated capability in helping organizations evaluate and improve their performance through the use of evidence-based models of performance excellence. The European Foundation for Quality Management (EFQM) is committed to help organisations drive improvement through the use of the EFQM Excellence Model, a comprehensive management framework used by over 30,000 organisations in Europe. Through its 20--year history, EFQM has managed the development of the Model, incorporating experiences and learning from organisations to ensure it reflects reality.


SHARING EVENTS EFQM Excellence Award Applicants from previous years organise Good Practice Visits to share their experience and knowledge with you! Don't miss on this opportunity.

Health care meets inno�a�on


20TH OCTOBER 2016 - GERIATRISCHE GESUNDHEITSZENTREN GRAZ (AUSTRIA) HEALTH CARE MEETS INNOVATION GERIATRISCHE GESUNDHEITSZENTREN DER STADT GRAZ (GGZ) warmly welcome you to the Good Practice Day under the theme “health care meets innovation”. The health care sector is determined by demographic changes in society, an increasing cost pressure on public health and a highly complex legal framework. GGZ will present you how they innovate this highly complex environment. Besides a number of high quality presentations and a workshop, you will get deep insights into the Albert Schweitzer Clinic. The GGZ have the widest range of innovative care opportunities for elderly people not only in Austria but even in CentralEurope. Don’t miss the chance to learn more about high level health care for elderly people. We look forward to meeting you at this event.


Good Practice Day

Developing Organisational Capability Wednesday 23rd of November 2016 - Sakarya, Turkey

This November Sakarya University will welcome you for a day under the theme "Developing Organisational Capability". Through this Good Practice Visit, the University would like to share its know-how about quality management and management of information systems. At the end of this event you will have understood how Sakarya University adds value to its students and other customers via its quality oriented university management. You will also find out how it ensures the sustainability of its management model by finding out solutions (information systems etc.) against all challenges. LOCATION: SAKARYA, TURKEY – FIND OUT MORE HERE - CLICK HERE TO REGISTER. 23RD (& 24TH) NOVEMBER 2016 - VAMED-KMB KRANKENHAUSMANAGEMENT (AUSTRIA) IN TUNE WITH THE CUSTOMER


VAMED-KMB, four times Prize Winner at the EFQM Excellence Award - 2015 in the category „Adding value for customers“, is delighted to invite you to a Good Practice Visit on the topic „In tune with the customer“. They continuously seek new ways to understand and fulfil their customers‘ expectations, e.g. they have recently implemented an innovation management together with their main customer, the Vienna General Hospital. VAMED-KMB is a subsidiary of VAMED who internationally sets standards in conception, construction, and the efficient operation of health facilities. Their portfolio ranges from prevention and treatment to care and rehabilitation. The Good Practice Visit is held at St. Martins Spa & Lodge, a VAMED health tourism facility. It includes a behind-the-scenes tour of the spa resort covering the technical operations management, speeches and an interactive workshop on innovation management. Further more, there are optional evening panels to share experiences as well as the opportunity for discussions with experts during a free dinner (an invitation of VAMED-KMB). For the following day, you can register for an optional behind-the-scenes tour of the Vienna General Hospital. 10:00-10:30

Welcome by VAMED-KMB, EFQM


Company presentation VAMED-KMB: “From project development, planning, construction and equipment supply to operation: covering the full lifecycle of health facilities”


Best practice presentation 1: “Adding value for customers”




Best practice presentation 2: “Collaborative innovation management: innovate in tune with the customer”


Workshop: “The power of collective creativity”


Coffee break


Guided tour: the St. Martins Spa & Lodge behind-the-scenes

VAMED-KMB is delighted to invite you to a Good Practice Visit on the topic „In tune with the customer“. This EFQM Excellence Award prize winner continuously seeks new ways to understand and fulfil its customers ‘expectations by, for example, implementing an innovation management system together with its main customer, the Vienna General Hospital. VAMEDKMB is a subsidiary of VAMED that internationally sets standards in conception, construction, and the efficient operation of health facilities. The portfolio of the VAMED group ranges from prevention and treatment to care and rehabilitation. The Good Practice Visit will be held at St. Martins Spa & Lodge, a VAMED health tourism facility, and will include a behind-the-scenes tour of the spa resort covering the technical operations management, speeches and an interactive workshop on innovation management.

Optional program 18:00-20:00

Dinner with VAMED experts: four panels to discuss and share experiences (1) Hospital lifecycle management (2) Innovation and technology management (3) Business excellence: application experiences and motivation strategies (4) Energy efficiency management

Optional on day 2 10:00-12:00

Guided tour: the Vienna General Hospital behind-the-scenes

Registration is possible for one or both days.

Furthermore, there are OPTIONAL EVENING PANELS to share experiences as well as the OPPORTUNITY FOR DISCUSSIONS WITH EXPERTS during a free dinner (an invitation of VAMED-KMB). For the following day, you can register for an OPTIONAL BEHIND-THESCENES TOUR of the Vienna General Hospital. LOCATION: VIENNA, AUSTRIA – FIND OUT MORE HERE - CLICK HERE TO REGISTER FOR THE 1 DAY


THE ABC OF MANAGING WITH AGILITY If you are familiar with EFQM and its Excellence Model, then you certainly have heard the following definition: “Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.” (EFQM Excellence Model 2013) Managing with Agility relates to an organisation’s capability to change and adapt to its environment to perform better or respond to opportunities but also threats. In today’s fast moving world, Managing with Agility is a key attribute that all organisations should have embedded in their strategy if they want to be successful on the long run. As with everything, some organisations will do better and others will be two steps behind…And that’s ok. One key point in Managing with Agility is that you should learn from your mistakes: 1. It is alright to make a mistake as long as you learn from it. Many organisations have stumbled before, learned their lessons and got back up. Often, they are the role models that we admire so much and the ones with happy employees who know they won’t be discriminated because of a mistake. Make sure that a learning process is in place. The rules of the game within an organisation come directly from the Leadership (Management Team) who develops a Vision translated into a Strategy cascaded in clear Objectives allocated to the People. It is up to Leaders to ensure that their company is flexible and manages changes effectively, that it learns constantly to evolve for the best: 2. Leaders play a key role in the organisation’s ability to change. They bring in the Vision driving the organisation and its people towards a certain destination. It motivates people because they know where they’re heading, which allows them to develop the right processes to do so. Involving your People is as important as the Vision itself, they bring Innovation, Creativity and Expertise to the organisation. Do not underestimate them. It is fundamental to translate the Vision into a Strategy but it should be developed wisely, thinking about ALL your stakeholders. An organisation cannot expect to be successful on the long run if it doesn’t carefully listen to its environment. It would be like going blind into the wild: 3. Know the needs and expectations of ALL your stakeholders. Nobody can pretend to know what’s best for their stakeholders without properly listening, it would be presumptuous and border suicidal. An organisation must keep a close eye on its stakeholders and be perceptive to changes in their behaviour and needs. It is the only way to come up with the right response at the right moment, in other words to keep them on your side. Imagine what would happen if you launch a product without a proper analysis of the market’s needs? You bring a seminar on Process Management when people expect Happiness… This would be the best way to sabotage your relationship with your stakeholders because they will notice that you didn’t listen properly. We all know what happens when stakeholders end up in this position…They don’t care anymore or they leave. Let’s avoid that! 17

4. Technology and Processes are your allies to remain relevant. To always bring more value to your stakeholders you will need to survey their needs, that requires a process and a touch of technology. Today, many tools are available to an organisation that wants to collect feedback and analyse it. Technology offers you the speed you need to find out new trends and expectations and act accordingly. Make sure that you have some potential future scenarios in place. In short, successful organisations tend to have mechanisms in place to monitor their environment, integrating their findings into their Strategy. It needs to be translated into processes and projects ensuring that changes can be implement at an appropriate speed. But how do you know whether you are doing the right thing? 5. You need a set of performance indicators and outcome measures. Reviewing the efficiency and effectiveness of your processes is key to determine if you are doing the right thing or should adapt. But that is not all! An organisation could also benefit from having relevant benchmarks, which could drive Innovation and Improvements. In addition make sure that you measuring indicators that reflect value to the customers, rather than simple volume of efficiency measures. With all these 5 points in place, an organisation is already well equipped but it should also have the necessary speed. Good tips that we hear a lot these days has do to with reactivity: Do not be afraid to try. If you are not sure of what to do, make a few quick tries and see what works. Once you find the right approach, adapt fast. This is clearly linked to point 1 because to achieve this, you cannot be afraid of failure. Empower your people. using the talent of your people, their curiosity and creativity is important Try to see threats and obstacles in a positive way. They allow an organisation to improve, put processes and the company to the test. Last but not least…Be a market disrupter! What is your experience with the concept of Managing with Agility? Do you have additional tips to share or examples? We would like to hear from you! This article is brought to you by Cécile Collart and Riëtta Klijn. You can find out more about this topic through the webinar delivered by Riëtta which is accessible on the EFQM YouTube Channel. We invite you to join the next session this November 16th, it will be about "Developing organisational capability. How to get engaged partners?", register here


EFQM Recognised as an Eco Dynamic Business 1* The Label was created in 1999 as an official recognition in the Brussels Region for organisations that have environmental management practices in place. It rewards dynamic organisations and the progresses made in terms of waste management, mobility and a lot more! We all know that the sustainability is an important part of the EFQM Excellence Model and that it has influenced many organisations over the years. But is it enough for the EFQM Team? Last year, we have decided to look at what we do and how we could improve. The aim was to be more sustainable in the office and in our daily lives...To have a positive impact on our direct environment. As such, we decided to go through an external assessment with the Bruxelles Environnement - Leefmilieu Brussel (IBGE to find out where we were and how to move forward. This initiative gave birth to a lot of great projects such as: • • • •

Donating our old IT material to Close the Gap and offering it a second life; Taking part in social projects with SAP Belgium Brussels to raise money for kids in needs or the homeless; Looking at sustainability in Evere in a different way with Fost Plus; Starting the exciting project of having beehives placed on the rooftop of our building! (to come with the support of SAP Belgium Brussels; Fost Plus; Meadwestvaco and BeeOdiversity);

Today, we received 1 Star, tomorrow who knows?! Thank you to all that are involved in this project and let's do our best in the future. (Special thanks to Patricia Bilteryst!)


EFQM Avenue des Olympiades 2 1140 Brussels, Belgium Tel +32 (2) 775 35 11 Fax +32 (2) 775 35 35

EFQM Newsletter October