efqm radarise your business for success

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Radarise your business for success – EFQM 2010 1

About the author

Florent A. MEYER

After a doctorate in economics and a post graduate diploma in information technologies and

one in social sciences, Florent exerted many functions in different sectors: agriculture,

industry, banking, data-processing, insurance. His broad scope of experience and interests

brought him to like holistic integrated frames of management.

He led more than ten organizations towards TQM, deployed the EFQM Excellence Model

and introduced the ISO9001, ISO14001, SA8000, OHSAS18001 norms. Some of these

organisations became “showcases” concerning sustainable excellence and performance

management.

Today he is involved as a consultant in breakthrough and innovation projects and promotes

sustainable excellence and performance management around the world.

To all my colleagues and coworkers for their outstanding cooperation,

To all my Business Excellence comrades for sharing the same passion,

To all my friends for their advice, help and support with much emotion,

And, last but not least, to all my enemies for their precious stimulation.




CONTENTS

Preface

Introduction ................................. ...................................... ...................................... ........................... ...................... 6

UNDERSTANDING WHAT’S GOING ON 8

There is a way from quality to sustainable excellence ......................................... ................................ ........ 9

But on this way are sown traps and obstacles ....................................... ......................................... ............. 11

There are thousands of management methods and technical tools ...................................... ................. 12

But why do only consultants earn money with them? .................................... ...................................... ...... 13

The unfinished loops............................................................................................................................................ 14

From EFQM’s Radar assessment logic ...................................................... ...................................... ............... 15

To a proactive unfolded Radar management logic ...................................................................... ............... 17

Continuous improvement and permanent innovation .......................................................... ...................... 18

GENERALISING THE RADAR MANAGEMENT LOGIC 19

Radarise your customers ...................................... ...................................... ........................... ............................. 21

Radarise your partnerships ..................................... ......................................... ............................ ...................... 32

Radarise your people as a stakeholder group .................................. ...................................... ...................... 40

Radarise your society stakeholders ..................................... ........................................ ........................... .......... 49

Radarise your stockholders ................................. ...................................... ............................. ............................ 56

Radarise your leadership .................................... ....................................... ............................. ............................ 62

Radarise your strategy development process .................................... ........................................ .................... 77

Radarise your human resources ......................................... ........................................ ............................ .......... 93

Radarise your other resources .................................... ........................................ .............................. ............. 104

Radarise your intangible assets .................................................... ........................................ ......................... 119

Radarise your product innovation ................................... ........................................ ................................ ...... 128

Radarise your business model breakthroughs ...................................... ......................................... ............ 137

Radarise your processes ..................................... ...................................... .............................. ......................... 145

Radarise your permanent improvement process ................................... .................................... ............... 154

Radarise your community or society related activities ....................................... .................................. .... 167

Radarise your customer communication .................................... ........................................ ......................... 174

Radarise your internal communication ........................................ ......................................... ....................... 182

Radarise your by clients’ shared processes ..................................... ......................................... ................... 189 Radarise your risks .................................. ...................................... ................................... ................................. 194

Radarise your decision-making ........................................ ........................................ ............................... ....... 203

Radarise your radarising .................................. ...................................... .............................. ............................ 213

Radar loops systemic integration ............................................................ .................................. .................... 218



Radarise your business for success – EFQM 2010 4 USING AN EXCELLENCE FRAMEWORK 221

Japanese Deming Framework ................................... ...................................... ............................ ................... 223

Canadian Business Excellence Framework ................................... ......................................... ..................... 228

US Malcolm Baldrige Framework .................................. ......................................... ........................ .............. 231

Australian Business Excellence Framework ......................................... ........................................ ............... 234 EFQM Excellence Framework ...................................... ...................................... ......................... ................... 237

Brazilian Excellence Framework .................................... ...................................... ...................................... .... 240

Japan Quality Award Framework .................................... ......................................... ....................... .............. 244

South African Excellence Framework .................................. ......................................... ......................... ....... 246

Systemic approaches for achieving sustainable excellence .................................. .................................. 249

Corporate outstanding results generators ......................................... ........................................ .................. 251

MAKING THE DIFFERENCE 253

Boost your passion and élan and your teams’ ones ....................................... ....................................... ... 255

Renew the culture of your organisation .................................... ......................................... .......................... 257 Deal with your and your teams’ talents and weaknesses .......................................................... ............ 260

Conclusion 262




Preface

Executing strategy and improving an organisations performance are hot topics in

management today. In fact, we are getting overwhelmed with new management frameworks

and tools, provided by business school professors, consultants, and other professionals.

Unfortunately, many of those tools tackle the performance challenge in a too fragmented

way. What is even more important: many of these frameworks only work if a number of

implicit assumptions are met. Strategies are clear and provide a clear answer to the

challenges within the competitive environment. All employees have the freedom to share

ideas about the future of the organisation. Performance measures guide organisations from

one success to the other. But managers should first ask: Do we really have a clear and

relevant strategy? Does our organisation structure really allow bottom-up initiatives? And do

we really know what strategic performance measures are?

This book does provide you with a management framework, yes indeed, but it is different in

many perspectives. The first – and maybe most important – difference with traditionalperformance management books is that this book is written by a practitioner, by a manager

who has been struggling with many performance management frameworks in practice. I have

been in touch with the company and the author several times, and the way this organisation

operates and is run is really impressive. As are the results the company has achieved over

the last years.

This book is different because it integrates many frameworks into a logical and consistent

whole. This is exceptional in the management world. Many authors proclaim to have written

and developed an integrated framework. The framework presented here is one of the few

exceptions. I personally find it the most integrated and exhaustive framework I’ve seen so

far.

The book does not only provide you with a general framework, but it offers you a lot of

material that is helpful to start the RADAR approach yourself. In fact, this book is more

some kind of a guide that helps you to make the best of your journey to a foreign country,

rather than a traditional management book. In this particular case, the author brings a

summary of the must-do in “RADAR-land”, complemented with a personal impression about

the challenges associated with the various steps in the journey. The concreteness of the

book is striking, and certainly adds to its value. The honesty of the author is the other

striking feature. We hear as much about what works, as what doesn’t work. And that is

again what makes this book so different and special.

Prof. Dr. Kurt Verweire

CC Entrepreneurship, Governance & Strategy

Vlerick Leuven Gent Management School

Ghent, October 14, 2004

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