Models of Business Excellence

7/31/2019 Models of Business Excellence

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MODELS OF BUSINESSMODELS OF BUSINESSEXCELLENCEEXCELLENCE

The Models in vogue in theThe Models in vogue in theU S & EuropeU S & Europe


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BASIC PREMISESBASIC PREMISESFinancial Results are not the onlyFinancial Results are not the onlymeasures of doing well in businessmeasures of doing well in businessThere are other equally crucial resultsThere are other equally crucial resultswhich determine the fate of thewhich determine the fate of theOrganisationOrganisationAny overemphasis on financial resuts canAny overemphasis on financial resuts can

be counter-productivebe counter-productiveFinancial results have to be put in theFinancial results have to be put in theinstitutional & organisational contextinstitutional & organisational context


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MALCOLM BALDRIGE MODELMALCOLM BALDRIGE MODELExtensively applied in the US and inExtensively applied in the US and inIndia in the Tata GroupIndia in the Tata Group

In the Tata Group it I known as theIn the Tata Group it I known as theTata Business Excellence Model orTata Business Excellence Model orTBEMTBEMMalcolm Baldrige has been in useMalcolm Baldrige has been in usesince the presidency of Ronaldsince the presidency of RonaldReagan and TBEM since 1998Reagan and TBEM since 1998


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The CORE VALUES &The CORE VALUES &CONCEPTSCONCEPTS

LeadershipLeadershipStrategic PlanningStrategic Planning

Customer & Market FocusCustomer & Market FocusInformation & AnalysisInformation & AnalysisHuman Resource FocusHuman Resource Focus

Process ManagementProcess ManagementBusiness ResultsBusiness Results


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LEADERSHIP(125 POINTS)LEADERSHIP(125 POINTS)Organisational LeadershipOrganisational LeadershipPublic Responsibility & CitizenshipPublic Responsibility & CitizenshipThis category examines how the seniorThis category examines how the senior

leaders of the organisation address valuesleaders of the organisation address valuesand performance expectations withand performance expectations withsimultaneous focus on customers andsimultaneous focus on customers andstakeholders, empowerment, innovation,stakeholders, empowerment, innovation,

learning and organisational directionslearning and organisational directionsIt covers the responsibilities to the publicIt covers the responsibilities to the publicad key communitiesad key communities


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STRATEGIC PLANNINGSTRATEGIC PLANNING( 85 POINTS)( 85 POINTS)

Strategy DevelopmentStrategy DevelopmentStrategy DeploymentStrategy DeploymentThis examines the strategyThis examines the strategydevelopment process in thedevelopment process in theorganisation, how strategicorganisation, how strategicobjectives are develop, action plansobjectives are develop, action plans

and related Human Resource Plansand related Human Resource PlansThis also examines how strategy IThis also examines how strategy Ideployed ad performance trackeddeployed ad performance tracked


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INFORMATION & ANALYSISINFORMATION & ANALYSIS(85 POINTS)(85 POINTS)

Measurement of OrganisationalMeasurement of OrganisationalPerformancePerformance

Analysis of OrganisationalAnalysis of OrganisationalPerformancePerformanceThis examines the performanceThis examines the performancemeasurement system n themeasurement system n theorganisation and how performanceorganisation and how performancedata and information are analyseddata and information are analysed


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CUSTOMER & MARKET FOCUSCUSTOMER & MARKET FOCUS(85 POINTS)(85 POINTS)

Customer & Market KnowledgeCustomer & Market KnowledgeCustomer Satisfaction & RelationshipsCustomer Satisfaction & RelationshipsThis examines how the organisationThis examines how the organisationdetermines requirements, expectationsdetermines requirements, expectationsand preferences of customers and marketsand preferences of customers and marketsThis also examines how relationships areThis also examines how relationships are

built with the customers determines theirbuilt with the customers determines theirsatifaction.satifaction.


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HUMAN RESOURCE FOCUSHUMAN RESOURCE FOCUS(85 POINTS)(85 POINTS)

Work SystemsWork SystemsEmployee Education, Training & Employee Education, Training & DevelopmentDevelopmentEmployee Well-Being & SatisfactionEmployee Well-Being & SatisfactionThe focus is on how the organisationThe focus is on how the organisationenables employees to develop and utiliseenables employees to develop and utilisetheir full potential in line wth thetheir full potential in line wth theorganisation objectivesorganisation objectivesFocus is on how a work environment andFocus is on how a work environment andsupport climate is created for excellence,support climate is created for excellence,participation and personal & organisationalparticipation and personal & organisationalgrowthgrowth


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PROCESS MANAGEMENTPROCESS MANAGEMENT( 85 POINTS)( 85 POINTS)

Produt & service ProcessesProdut & service ProcessesSupport ProcessesSupport ProcessesSupplier & Partnering ProcessesSupplier & Partnering ProcessesFocus is on the process managementFocus is on the process managementby the organisation includingby the organisation includingcustomer-focused design, productcustomer-focused design, product

and service delivery, supportand service delivery, supportprocesses, supplier & partneringprocesses, supplier & partneringprocessesprocesses


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BUSINESS RESULTSBUSINESS RESULTS( 450 POINTS)( 450 POINTS)

Customer-focused ResultsCustomer-focused ResultsFinancial & Market ResultsFinancial & Market Results

H R ResultsH R ResultsSupplier & Partner ResultsSupplier & Partner ResultsOrganisational Effectiveness ResultsOrganisational Effectiveness Results

Models of Business Excellence

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