excellence in customer service award malek mohammed ghazo

Excellence in Customer Service Award

An Overall detailed framework that helps to organize the work of

organizations adopting it in terms of categorizing processes and performed

activities into phases and stages which support excellence in customer

service project execution starting from the initiation phase/identifying needs

and requirements where it ends with the feedbacks/lessons learned and

implementing required improvements

Author: Malek Mohammed Odeh Ghazo

2015

The Hashemite Kingdom of Jordan

Deposit number at the National

Library

(2015/8/4159)

I would like to express my sincere & thankful feelings for

everyone who helped me, supported me and believed in

my capabilities to finish this excellent and well-structured

piece of work

Author: Malek Mohammed Odeh Ghazo

2015

Excellence in Customer Service Award 5

Table of Contents

Excellence in Customer Service Overall Framework ...................................................................9

Award Model ............................................................................................................................10

Enablers - Readiness .............................................................................................................11

Initiation – to prepare for developing delivered services and improving added value .................... 11

Planning – to plan for all Value chain activities .................................................................................... 11

Execution – to develop/introduce services/products .......................................................................... 11

Measurement and monitoring – monitoring value chain performance ............................................. 11

Continuous improvement – feedbacks and value chain improvements ............................................ 11

Results - Impact ....................................................................................................................12

Key Business Results ................................................................................................................................ 12

Society Results .......................................................................................................................................... 12

Customer Results ...................................................................................................................................... 12

People Results........................................................................................................................................... 12

Criteria development phases:...................................................................................................13

Phase # 1: Project management framework adoption ..........................................................13

Phase # 2: Sustainability and availability of future generations’ needs ................................13

Phase # 3: EFQM excellence model and criteria adoption ....................................................14

Phase # 4: International researches’ and studies’ findings adoption ....................................14

Assessment Tool .......................................................................................................................15

Radar Assessment Tool .........................................................................................................15


Enablers – Readiness (70 %) .....................................................................................................17

Criteria 1: Leadership – People - Departments - Branches (40 %) .........................................17

Criteria 1: Initiation – to prepare for developing delivered services and improving added value (6 %) ........ 17

Criteria 1: Planning – to plan for all Value chain activities (14 %)....................................................... 18

Criteria 1: Execution – to develop/introduce services/products (8 %) ............................................... 18

Criteria 1: Measurement and monitoring – monitoring value chain performance (6 %) ................. 19

Criteria 1: Continuous improvement – feedbacks and value chain improvements (6 %) ................ 20

Criteria 2: Infrastructure – Partners and suppliers (40 %) .....................................................21

Criteria 2: Initiation – to prepare for developing delivered services and improving added value (6 %) ..........21

Criteria 2: Planning – to plan for all Value chain activities (14 %)....................................................... 22

Criteria 2: Execution – to develop/introduce services/products (8 %) ............................................... 23

Criteria 2: Measurement and monitoring – monitoring value chain performance (6 %) ................. 23

Criteria 2: Continuous improvement – feedbacks and value chain improvements (6 %) ................ 24

Criteria 3: Customers – Society & Surrounding Communities (20%) .....................................25

Criteria 3: Initiation – to prepare for developing delivered services and improving added value (3 %) ..........25

Criteria 3:Planning – to plan for all Value chain activities (7 %) .......................................................... 26

Criteria 3:Execution – to develop/introduce services/products (4 %)................................................ 27

Criteria 3:Measurement and monitoring – monitoring value chain performance (3 %) .................. 28

Criteria 3:Continuous improvement – feedbacks and value chain improvements (3 %) ................. 28

Results – Impact (30 %) ............................................................................................................29

Key /Business Results (30 %).................................................................................................29

Key / Business Results: Business Outcomes (20 %) .............................................................................. 29

Key / Business Results: Business Performance Indicators (10 %) ....................................................... 30


Society Results (20 %) ...........................................................................................................31

Society Results: Perceptions (10 %) ........................................................................................................ 31

Society Results: Performance Indicators (10 %) .................................................................................... 32

Customer Results (30 %) .......................................................................................................33

Customer Results: Perceptions (20 %) ................................................................................................... 33

Customer Results: Performance Indicators (10 %) ............................................................................... 34

People Results (20 %) ............................................................................................................35

People Results: Perceptions (10 %) ........................................................................................................ 35

People Results: Performance Indicators (10 %) .................................................................................... 36

Glossary ....................................................................................................................................37

References ................................................................................................................................38

Author ......................................................................................................................................41

Personal Information ............................................................................................................41

Education ..............................................................................................................................42

Professional Experience ........................................................................................................42

Achievements .......................................................................................................................43


Excellence in Customer Service Overall Framework

Excellence in Customer Service Overall Framework


Award Model

Excellence in customer Service Award Model


Enablers - Readiness

Initiation – to prepare for developing delivered services and improving added value

Planning – to plan for all Value chain activities

Execution – to develop/introduce services/products

Measurement and monitoring – monitoring value chain performance

Continuous improvement – feedbacks and value chain improvements

3 %

7 %

4 %

3 %

3 %

15% for the Initiation phase - to prepare for developing delivered

services and improving added value

35% for the planning phase – to plan for all value chain activities

20% for the execution phase - to develop/introduce

services/products

15% for the measurement and monitoring phase – monitoring value chain performance

15% for the continuous improvement phase – feedbacks and value chain improvements

70 %

50 %

20 %

30 %

Enablers - Readiness

Projects most important

phases which consumes more

effort and time to ensure

effective implementation for

next phases

Final stages which follow the

execution phase and which

support continuous

improvements and

developments

Execution phase where all

what was initiated and

planned for will be deployed

Assessment

Percentages


Results - Impact

Key Business Results

a. Business outcomes.

b. Business performance Indictors.

Society Results

c. Perceptions.

d. Performance Indicators.

Customer Results

e. Perceptions.

f. Performance Indicators.

People Results

g. Perceptions.

h. Performance Indicators.

Assessment

Percentages

30 % 20 %

10 %

20 %

30 %

20 %

10 %

10 %

20 %

10 %

10 %

10 %

Assessment percentages for results criteria were distributed to

have more weight for external measures like customers and

perceptions in each of the 4 results sub criterion

30 %

30 % Focus was more

directed into

external perception

Results - Impact


Criteria development phases:

Phase # 1: Project management framework adoption

We have tried to involve the project management framework within the excellence in customer service

award including the following phases:

1- Initiation.

2- Planning.

3- Execution.

4- Measurement and monitoring.

5- Continuous improvement.

This was done since it does support organizations to follow the project management through their

improvement action plans and their management of processes that are related to the production,

development and delivery of services and products.

It also helps organizations to organize their work in terms of categorizing their processes and activities

into different categories (each category refers to one of the 5 project management phases) in order to

ensure the right sequence is always followed, executed work is well initiated and planned and lessons

learned and feedbacks are fully analyzed and benefited from.

In brief, this adoption will help organizations to solve one of the biggest problems they can have which is

to well planning and to have it as necessary part of their daily working routine in a way that support the

accomplishments of their operational goals, accomplishments of their strategic goals, adoption of best

practices; all within pre-set time tables and previously distributed resources.

Phase # 2: Sustainability and availability of future generations’ needs

We have tried through this phase to involve what is required in the award criteria to support

organizational initiatives in considering the future through their decisions and set goals in terms of

providing the needs of the organization and future generations’ needs while reflecting this on the nature

of the organizational business and how its directly connected to customers and affecting surrounding

communities which in overall results in sharing the same future.

In brief, the involvement of this important initiative within the award criteria will help in directing

organizational vision towards an overall framework that identifies and meets all expectations –including

surrounding communities and future generations’ needs-.


Phase # 3: EFQM excellence model and criteria adoption

We have tried through this phase to unify all organizational efforts aiming towards excellence in terms

of providing a common understanding and baseline that is similar to what the EFQM excellence award is

providing.

Moreover, while this adoption was clear in some parts of this award, we have tried to:

1- Clarify other parts of the award and have it more directed towards customer service. 2- Strengthen the linkage between award’s criteria and sub-criterion in a way that supports the

main aim of guiding organizations towards the excellence in customer service. 3- Organize award’s criteria and sub-criterion to help organization understand the full picture and

how it was fully structured. 4- Facilitate the distribution of strength points and areas for improvements in the assessment

report based on award’s criteria, sub criterion and even guidelines (where appropriate).

Phase # 4: International researches’ and studies’ findings adoption

We have tried through this phase to structure the overall framework of this award in accordance with

studies and researches made on customer service and how to excellence it through the following:

1- The importance of the management of the value chain of whatever services/products

organizations do deliver to customers and the identification of the role of each of the

stakeholders during the stages of the value chain in terms of their part in improving the added

value to the final service/product and their participation in the monitoring and continuous

improvement stages.

2- Considering customers as the main stakeholder and party when identifying services/products

specifications and the identifications of the different requirements since we have reached a

stage in this life where designers, developers and employees are not fully capable alone to

identify what customers really need or desire.

3- Emphasizing the importance of continuous research and development in developing all

delivered services/products and to consider R&D as a consecutive sequence that runs in parallel

with the value chain of delivered services and products and in cooperation with all relevant

stakeholders.

4- Emphasizing the importance of benchmarking of results and processes with best-in-class

organizations to continue to improve performance towards excellence.

5- Emphasizing the importance of continuous improvements in accordance with performance

indicators measurements’ results and feedbacks/lessons learned collected throughout the value

chain of services/products.

6- Emphasizing the importance of moving towards having long term relationships with all

stakeholders including surrounding communities in accordance with the excellence in customer

service and value chain excellence.


Assessment Tool

Radar Assessment Tool

In order to support phases of development for excellence in customer service award we have adopted

the RADAR assessment tool:

1- In order to synchronize all work done in this award with the EFQM excellence model and award.

2- For its compatibility with the enablers/results award’s model.

3- For its compatibility with focus directed for having comprehensive methodologies.

4- For its compatibility with focus directed for measurements, monitories and continuous

improvements.

5- For its compatibility with focus directed for developing performance indicators and perceptions

that are fully directed to enablers and all work done.


Excellence in Customer Service Award Criteria First Cycle 2015-2016

Enablers – Readiness (70 %)

Criteria 1: Leadership – People - Departments - Branches (40 %)

Criteria 1: Initiation – to prepare for developing delivered services and improving added

value (6 %)

Leaders support excellence culture in customer service & interactions with customers in a

way that helps improve added value to delivered services/products.

Leaders commit themselves to activate and empower tools used to manage

suggestions/complaints from all stakeholders in a ways that support all initiatives related

to improve added value to delivered services/products.

Leaders share their development thoughts and suggestions with their

people/departments/branches in order to build a general matrix that can identifies all

relevant risks and which can be referred to in all stages of developing current

services/products and introducing new services/products.

Leaders support researchable/analytical/numerical vision and initiatives in the company to

bring together all what supports and relates to improve added value to delivered

services/products in the current time and in the future.

Leaders support company’s initiatives to document all delivered services/products, related

procedures and to identify all related processes in all stages of their value chains.

Synchronize people career plans with company’s strategy, organizational structure,

technologies and main processes to identify future needs of capabilities and people and

effectively utilize current people capabilities and efforts in coordination with their job

descriptions and relevance to current organizational structure.

Identify skills, competencies and people performance levels needed to accomplish

company’s vision, mission, strategy and strategic goals.

Develop systematic and transparent training plans for people to develop their skills,

capabilities and competencies and implement them effectively in coordination with

company’s systems related to promotions, job positions introduction/removal and in

harmonization with organizational performance improvements and developments.


Criteria 1: Planning – to plan for all Value chain activities (14 %)

Leaders identify strategic goals in accordance with organizational mission, strategy and

delivered services/products.

Leaders support people/departments/branches in accomplishing strategic and operational

goals in relevance to the decentralization of decision making methodologies.

Leaders involve all relevant stakeholders in structuring the time table of

developing/introducing services/products in accordance with available resources and all

continuous efforts implemented to improve added value.

Leaders involve all relevant stakeholders in identifying requirements and resources

needed to develop/introduce services/products in accordance with available resources

and all continuous efforts implemented to improve added value.

Leaders commit themselves to activate long term relationships with customers, partners

and suppliers in order to support all continuous efforts to improve added value to

delivered services/products and satisfy a win-win relationship with them.

Understand internal communication needs/requirements and identify used tools in order

to utilize the most effective tools in order to ensure a continuous communication bridge is

implemented with all people.

Deliver an understandable vision and hierarchal mission and strategy to all people in order

for them to identify their contribution in sustaining company’s successes.

Develop an organizational culture that does plant the importance of cooperation and

builds the spirit of team work in all consecutive stages of the company’s value chain.

Criteria 1: Execution – to develop/introduce services/products (8 %)

Leaders follow up on executing all activities related to develop/introduce

services/products to improve added value in accordance with what was agreed on in the

initiation and planning phases and to accomplish company’s strategic goals.

Leaders commit themselves to involve all relevant stakeholders (people, partners,

customers … etc.) in executing all agreed on activities.

Leaders follow up on all activities that follow the development/introduction of

services/products and which focus on these developments/introductions awareness,

training and guidance...etc.

Leaders follow up on the distribution of all resources on relevant –to be executed-

activities and in accordance to the pre-set time table.

Excellent Organizations provide their employees with needed resources to execute all

activities associated with improving added value to delivered services and products.


Excellent organizations provide pre-set time tables to execute all activities associated with

improving added value to delivered services and products and follow them accordingly

(including employees and management).

Efforts to execute all activities associated with improving the added value to delivered

services and products are synchronized with all previously identified efforts needed to

decrease/eliminate expected risks.

Encourage employees to participate in the developments and innovations processes and

reward them on their efforts and achievements through fair and transparent rewarding

methodologies and tools.

Criteria 1: Measurement and monitoring – monitoring value chain performance (6 %)

Leaders support organizational initiatives to measure the efficiency and effectiveness of all

activities associated with improving the added value to delivered services and products in

terms of quality, cost, time … etc.

Leaders commit themselves as well as employees to continue on developing performance

indicators needed to correctly measure the performance of all activities associated with

improving the added value to delivered services and products.

Leaders commit themselves as well as employees to follow up on performance indicators’

measurement results in association with organizational initiatives to continuously measure

and monitor all activities related to the improvements of value to delivered services and

products (Value chain).

Leaders involve all relevant stakeholders in the follow up of performance indicators’

measurement results in order to positively support the involvement in decision making

and meet stakeholders’ needs and expectations.

Leaders support organizational initiatives to provide clear performance baselines to

conduct benchmarking with best-in-class organizations and continue to improve

performance towards excellence.

Employees commit themselves to provide the correct data needed to feed all performance

indicators in order to deliver a clear overall image of what is being measured.

Employees provide periodically correct and comprehensive reports for performance

indicators’ measurement results in relevance to indicators’ types and specifications.


Criteria 1: Continuous improvement – feedbacks and value chain improvements (6 %)

Leaders support organizational efforts to manage improvements in value chain processes

and procedures.

Leaders commit themselves to continuously follow up on feedbacks collected from

executing activities associated with improving the added value to delivered services and

products in order to meet stakeholders’ needs and expectations and aim for exceeding

them where appropriate.

Leaders involve all relevant stakeholders with results gained from collected feedbacks and

their impact on managing value chain improvements.

Excellence Organizations provide employees with all requirements and authorities needed

to support their efforts in accomplishing improvement activities in the most effective way.

Excellent organizations involve employees in decisions made to identify needed

improvement activities based on stakeholders’ feedbacks collected and performance

indictors’ measurement results.


Criteria 2: Infrastructure – Partners and suppliers (40 %)


value (6 %)

Excellent organizations provide a matrix for delivered services and products that is linked

with their mission, strategies, capabilities and customers’ needs and expectations.

Excellent organizations’ different departments and branches cooperate with each other to

identify type, nature and properties of their customers and their needs and expectations in

linkage with delivered services and products specifications, available resources and

infrastructure capabilities.

Excellent organizations strive to document all their delivered services products and

services in terms of all executed processes and linkage between them through the full

value chain of these services and products.

Excellent organizations and their departments and branches provide a matrix that

documents all executed processes, processes associated stakeholders, processes required

quality, time, period, cost and all other specifications and properties that are relevant to

executed processes.

Excellent organizations support the need to have an actively technological environment to

share all information and knowledge relevant to delivered services and products and

which considers the technological mean as the main source that does link organizational

goals with expected outcomes, used technological tools and used devices by all relevant

stakeholders.

Excellent organizations provide all required policies and enablers needed to spread to

customers and stakeholders all information relevant to delivered services and products

and ways/means of delivery.

Excellent organizations ensure the availability of a proactive environment to share

information and knowledge with their partners and suppliers within previously agreed on

terms and conditions.

Excellent organizations support the need to share experiences with partners and develop

long term relationships with them.


Criteria 2: Planning – to plan for all Value chain activities (14 %)

Excellent organizations adopt flexible policies to allow the involvement of all needed

improvements within executed processes in a way that does support the linkage between

processes and organizational departments and branches and the positive interference

between branches operations in the different geographical areas and delivered services

and products.

Excellent organizations plan to ensure the availability of financial, human, infrastructure

(Buildings, tools, equipment …) resources needed to execute all activities associated with

improving the added value to delivered services and products.

Excellent organizations plan to ensure the availability of technological readiness needed to

automate the delivery of their services and products in relevance with customers’ needs

and expectations and in accordance with researches and studies made that do provide a

clear and comprehensive insight into the excellence in customer services and excellent

ways and methodologies to deal with customers.

Excellent organizations plan to ensure the availability of what is needed to deliver services

and products in relevance with customers/delivered services/delivered products types,

quantities, properties, specifications and in accordance with researches and studies made

that do provide a clear and comprehensive insight into the excellence in customer services

and excellent ways and methodologies to deal with customers.

Excellent organizations plan to ensure the availability of required readiness to spread all

information relevant to delivered services and products and excellence in customer service

culture to all customers and stakeholders.

Excellent organizations provide their partners with needed support to develop their

processes and procedures in order to help them in improving their operations and deliver

what is needed to improve the value chain where in result improve and develop

partnership relationships.

Excellent organizations strive to achieve win-win relationships throughout all cooperation

stages with partners and suppliers in order to support having long term relationships and

provide all stakeholders needs.

Excellent organizations strive for sustainability through the availability of their own needs

and their partners’/suppliers’ needs in a way that ensures the availability of future

generations’ expected needs.

Excellent organizations cooperate with their partners and suppliers in the research and

development fields in order to provide an environment that helps to stay updated with

new innovations and inventions to support the improvements of added value to currently

delivered/expected to be delivered services and products.


Criteria 2: Execution – to develop/introduce services/products (8 %)

Excellent organizations provide needed financial, human, infrastructure (Buildings, tools,

equipment …) resources needed to execute activities associated with improving added

value to delivered services and products.

Excellent organizations provide technological readiness needed to execute activities

associated with improving added value to delivered services and products.

Excellent organizations ensure the availability of research capabilities and a proactive

environment to share knowledge and sustain the availability of studies and researches

needed to provide all relevant information that can be needed in all activities associated

with all stages of improving added value (before, during and after) to all delivered services

and products.

Excellent organizations provide their partners and suppliers with available resources that

are needed to execute all activities associated with improving added value to delivered

services and products.

Excellent organizations follow regulations signed with partners and suppliers throughout

executing all activities associated with improving added value to delivered services and

products in order to ensure long term relationships with them.

Excellent organizations strive to execute all activities shared with their partners and

suppliers within the pre-set time table and quality standards while ensuring the availability

of all financial resources agreed on.

Excellent organizations are committed to collect suggestions and feedbacks from their

partners and suppliers throughout the stages of executing all activities of improving added

value to delivered services and products in order to ensure the flexibility in achieving goals

and to eliminate/decrease constraints that may negatively affect executing any of these

activities.

Criteria 2: Measurement and monitoring – monitoring value chain performance (6 %)

Excellent organizations and their departments/branches commit themselves to provide

the correct data needed to feed all performance indicators in order to deliver a clear

overall image of what is being measured for infrastructure, partners and suppliers related

activities.

Excellent organizations and their departments/branches provide periodically correct and

comprehensive reports for performance indicators’ measurement results in relevance to

indicators’ types and specifications.

Excellent organizations follow up with all stakeholders to ensure achieving performance

measures’ targets and to identify reasons for negative trends/failures in achieving targets

and accomplishing expected performance measures.


Excellent organizations follow up with all stakeholders the measurements and monitoring

of performance indicators’ measurement results in order to provide all needed support to

accomplish expected performance measures.

Excellent organizations provide required performance results needed to conduct

benchmarking with best-in-class organizations and continue to improve performance

towards excellence.

Criteria 2: Continuous improvement – feedbacks and value chain improvements (6 %)

Excellent organizations provide needed training in accordance with continuous

improvements made to all activities of improving added value to delivered services and

products.

Excellent organizations provide needed requirements that support improvement efforts

being/to be executed.

Excellent organizations strive to continuously decrease costs in association with efforts

made to improve operations and improve added value to delivered services and products.

Excellent organizations provide all information needed to support efforts related to

improve the infrastructure and to meet future needs and expectations.


Criteria 3: Customers – Society & Surrounding Communities (20%)


value (3 %)

Excellent organizations and their departments/branches spread the importance of

excellence in customer service around their stakeholders and ensure the availability of

needed capabilities to process shares thoughts and suggestions with them in order to

ultimately provide their needs and expectations.

Excellent organizations and their departments/branches support customers’ efforts to

become a strategic partner when identifying currently delivered services and products

specifications and properties and future expectations through planned to be delivered

services and products.

Excellent organizations and their departments/branches provide required environment to

share information with customers in order to ensure the highest levels of transparency in

dealing with and respecting their feedbacks and suggestions.

Excellent organizations and their departments/branches support the formulation of long

term relationships with surrounding communities to work on exceeding their expectations

and to continuously excellence the delivery of services and products.

Excellent organizations and their departments/branches cooperate with customers and

surrounding communities to identify expected risks associated with activities of improving

added value to delivered services and products.

Excellent organizations and their departments/branches categorize customers in

accordance with delivered services’ and products’ types, properties and specifications and

sectors them based on departments’/branches’ types and locations delivering services and

products to them.


Criteria 3:Planning – to plan for all Value chain activities (7 %)

Excellent organizations and their departments/branches Involve customers and

surrounding communities in the co-creation of value throughout the different stages of

improving value to currently delivered/to be delivered services and products to meet their

expectations and exceed them where appropriate.

Excellent organizations and their departments/branches Involve customers and

surrounding communities in setting the time table for activities of improving added value

to currently delivered/to be delivered services products in accordance with organizational

capabilities and available resources.

Excellent organizations coordinate with their departments and branches to plan for

providing different ways of delivering services and products to customers based on

customers sectors in order to ensure the most flexible and easy ways are implemented

and as a result facilitate customers experience get desired service/product.


providing different ways of delivering services and products to customers based on

customers sectors in order to ensure different options are available that can match

customers’ different financial capabilities and available time to get desired services and

products.

Excellent organizations coordinate with their departments and branches and strive to

maximize the benefits that can be gained from collecting, categorizing and analyzing of

customers’ and surrounding communities’ feedbacks and suggestions through the right

planning for comprehensive rewarding methodologies and tools to be implemented.

Excellent organizations coordinate with their departments and branches and strive to

benefit from the capabilities and knowledge of customers and surrounding communities in

order to collect all information that can be needed to improve added value to delivered

services and products through continuously active meeting between leaders, employees,

customers and surrounding communities’ representatives.


exceeding customers’ expectations from delivered services and products and their ways of

delivers.


providing future generation needs through providing and delivering current services and

products in a sustainable ways that do suit customers and surrounding communities.


Criteria 3:Execution – to develop/introduce services/products (4 %)

Excellent organizations and their departments/branches provide required resources for

customers and surrounding communities to provide information, their suggestions and

special needs relevant to improving added value to delivered services and products.

Excellent organizations and their departments/branches commit themselves to work

ethics, business etiquette and to meet the highest standards in customers service during

the execution of any activities related to customers in way that support the strive to

continuously achieve the highest customer satisfaction perception levels.

Excellent organizations and their departments/branches strive to execute added value

improving activities along with customers where relevant and where appropriate during

the period as per the pre-set time table.

Excellent organizations and their departments/branches strive to execute added value

improving activities along with customers where relevant and where appropriate while

ensuring the highest levels of quality through supported technological readiness.

Excellent organizations and their departments/branches commit themselves not to change

any of the specifications and properties agreed on with customers and surrounding

communities unless they were coordinated with them in order not to impose negative

impact on work plan previously set to improve added value to delivered services and

products.

Excellent organizations and their departments/branches follow on executing all activities

related to improving the added value to delivered services and products within the

previously set risks identification matrix and in a way that ensures that all involved parties

do stick to required levels of cost, time, quality … etc.

Excellent organizations and their departments/branches commit themselves to collect

suggestions and feedbacks from their customers throughout the period of executing all

activities related to improving added value of delivered services and products to ensure

flexibility in goals achievement and to eliminate/decrease constraints that may negatively

affect executing any of these activities.


Criteria 3:Measurement and monitoring – monitoring value chain performance (3 %)

Excellent organizations and their departments/branches commit themselves to provide

the correct data needed to feed all performance indicators in order to deliver a clear

overall image of what is being measured in relevance to customers’ related activities.

Excellent organizations and their departments/branches support efforts to continue on

developing performance indicators needed to correctly measure the performance of all

activities associated.

Excellent organizations and their departments/branches provide periodically correct and

comprehensive reports for performance indicators’ measurement results in relevance to

indicators’ types and specifications.

Excellent organizations and their departments/branches follow up with their customers to

ensure achieving performance measures’ targets and to identify reasons for negative

trends/failures in achieving targets and accomplishing expected performance measures.

Excellent organizations and their departments/branches follow up with their customers

the measurements and monitoring of performance indicators’ measurement results in

order to provide all needed support to accomplish expected performance measures.

Excellent organizations and their departments/branches provide required performance

results needed to conduct benchmarking with best-in-class organizations and continue to

improve performance towards excellence in relevance to improving customer service tools

and capabilities to understand customers’ needs and their transformation into practical

reality.

Criteria 3:Continuous improvement – feedbacks and value chain improvements (3 %)

Excellent organizations and their departments/branches provide needed training in

accordance with continuous improvements made to all activities of improving added value

to delivered services and products.

Excellent organizations and their departments/branches provide needed requirements for

their customers to provide all what is relevant from them in order to improve the added

value to delivered services and products and meet their needs and expectations.


Results – Impact (30 %)

Key /Business Results (30 %)

Excellent organizations achieve and sustain outstanding results that meet or exceed the needs and

expectations of their business stakeholders. In practice, we find that excellent organizations:

Develop a set of key financial and non-financial results to determine the successful deployment

of their strategy, based on the needs and expectations of their business stakeholders.

Set clear targets for key business 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 organization and the

experience, needs and expectations of business 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 business results compare to similar organizations and use this data,

where relevant, for target setting.

Key / Business Results: Business Outcomes (20 %)

These are the key financial and non-financial business outcomes which demonstrate the success of the

organization’s deployment of their strategy. The set of measures and relevant targets will be defined

and agreed with the business stakeholders. Outcome measure could include:

Financial outcomes.

Business stakeholder perceptions.

Performance against budget.

Volume of key products or services delivered.

Key process outcomes.


Key / Business Results: Business Performance Indicators (10 %)

These are the key financial and non-financial business indicators that are used to measure the

organization’s operational performance. They help monitor, understand, predict and improve the

organization's likely key performance outcomes. Measures could include performance indicators on:

Financial indicators.

Project costs.

Key process performance indicators.

Partner and supplier performance.

Technology, information and knowledge.


Society Results (20 %)


expectations of relevant stakeholders within society. In practice, we find that excellent organizations:

Use a set of perception measures and related performance indicators to determine the

successful deployment of their strategy and supporting policies, based on the needs and

expectations of the relevant external stakeholders.

Set clear targets for key society results based on the needs and expectations of the relevant

stakeholders within society, in line with their chosen strategy.

Segment results to understand the experience, needs and expectations of relevant stakeholders

within society.

Demonstrate positive or sustained good society results over at least 3 years.


results will have on other performance indicators and related outcomes.



Understand how their key society results compare to similar organizations and use this data,


Society Results: Perceptions (10 %)

This is society’s perception of the organization. This may be obtained from a number of sources,

including surveys, reports, press articles, public meetings, Non-Governmental Organizations, public

representatives and governmental authorities. These perceptions should give a clear understanding of

the effectiveness, from society’s perspective of the deployment and outcomes of the organization’s

societal and environmental strategy and supporting policies and processes. Measures could include

perceptions of:

Environmental impact.

Image and reputation.

Societal impact.

Workplace impact.

Awards and media coverage.


Society Results: Performance Indicators (10 %)

These are the internal measures used by the organization in order to monitor, understand, predict and

improve the performance of the organization and to predict their impact on the perceptions of the

relevant stakeholder within society. These indicators should give a clear understanding of the

deployment and impact of the organization’s societal and environmental strategy and supporting

policies and processes. Measures could include performance indicators on:

Environmental, economic and societal activities.

Regulatory and governance compliance.

Health and safety performance.

Responsible sourcing and procurement performance.


Customer Results (30 %)


expectations of their customers. In practice, we find that excellent organizations:



expectations of their customers.

Set clear targets for the key customer results based on the needs and expectations of their

customers, in line with their chosen strategy.

Segment results to understand the experience, needs and expectations of specific customer

groups.

Demonstrate positive or sustained good customer results over at least 3 years.


results will have on other performance indicators, perceptions and related outcomes.



Understand how their key customer results compare to similar organizations and use this data,


Customer Results: Perceptions (20 %)

These are the customers’ perceptions of the organization. These may be obtained from a number of

sources, including surveys, focus groups, ratings, compliments and complaints. These perceptions

should give a clear understanding of the effectiveness, from the customers’ perspective, of the

deployment and outcomes of the organization’s customer strategy, supporting policies and processes.

Measures could include perceptions of:

Reputation and image.

Product and service value.

Product and service delivery.

Customer service, relationship and support.

Customer loyalty and engagement.


Customer Results: Performance Indicators (10 %)


improve the performance of the organization and to predict their impact on the perceptions of its

customers. These indicators should give a clear understanding of the deployment and impact of the

organization’s customer strategy, supporting policies and processes. Measures could include

performance indicators on:

Product and service delivery.

Customer service, relationships and support.

Complaints handling.

Involvement of customers and partners in the design of products, processes, etc.


People Results (20 %)


expectations of their people. In practice, we find that excellent organizations:



expectations of their people.

Set clear targets for key people results based on the needs and expectations of their people, in

line with their chosen strategy.

Segment results to understand the experience, needs and expectations of specific groups of

people within their organization.

Demonstrate positive or sustained good people results over at least 3 years.

Clearly understand the underlying reasons for and drivers of observed trends and the impact

these results will have on other performance indicators and related outcomes.



Understand how the key people results compare to similar organizations, and use this data,


People Results: Perceptions (10 %)

These are the people’s perception of the organization. These may be obtained from a number of

sources, including surveys, focus groups, interviews and structured appraisals. These perceptions

should give a clear understanding of the effectiveness, from the people’s perspective of the deployment

and outcomes of the organization’s people strategy and supporting policies and processes. Measures

could include perceptions of:

Satisfaction, involvement and engagement.

Motivation and empowerment.

Leadership and management.

Competency and performance management.

Training and career development.

Effective communications.

Working conditions.


People Results: Performance Indicators (10 %)


improve the performance of the organization’s people and to predict their impact on

perceptions. These indicators should give a clear understanding of the deployment and impact of the

organization’s people strategy and supporting policies and processes. Measures could include

performance indictors on:

Involvement and engagement activities.

Competency and performance management activities.

Leadership performance.

Training and career development activities.

Internal communications.


Glossary

Value Chain: A value chain is a set of activities that a firm operating in a specific industry performs in

order to deliver a valuable product or service for the market. The idea of the value chain is based on the

process view of organizations, the idea of seeing a manufacturing (or service) organization as a system,

made up of subsystems each with inputs, transformation processes and outputs. Inputs, transformation

processes, and outputs involve the acquisition and consumption of resources - money, labour, materials,

equipment, buildings, land, administration and management. How value chain activities are carried out

determines costs and affects profits.

Added Value: Value added is one of several techniques that rely on building on the inherent value of a

product or service. By its nature the value add technique is a more flexible and customized selling

approach that requires input from a defined range of customers and stakeholders. These customers and

stakeholders will help the sales, marketing and other organizations departments’ leaders to outline

value positions that are likely to benefit the largest number of customers. The utility of the product or

service, ease of integration into the customers’ business operations, or time saving benefits are just a

few areas that may be exploited when focusing on value add.

https://en.wikipedia.org/wiki/Product_(business)

https://en.wikipedia.org/wiki/Service_(economics)

https://en.wikipedia.org/wiki/Market_(economics)

https://en.wikipedia.org/wiki/Sales_techniques


References

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market logic, customer involvement, partner selection and supplier selection. The deposit

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Interactive Strategy, Harvard Business Review, 71 (1993) 65.

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service management, William J. Glymn and James G. Barnes eds. New York: John Wiley & Sons

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ness


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from: http://wimrampen.com/2009/08/07/my-personal-definition-of-business-with-customer-

value-co-creation/

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www.wikipedia.com


Author

Personal Information

Eng. Malek Mohammed Odeh Ghazo

MSc, BSc, EFQM Assessor, Trainer, Researcher

Excellence Specialist, Customer Service Specialist

LinkedIn: malek.ghazo

Email: [email protected]

“Society layers are no longer divided into rich/moderate/poor layers but into

Entrepreneurs/Followers/steady still layers where leadership is providing through its current boost

around the world the fuel needed for the linkage between these 3 layers and drive the pulling efforts of

the rich layer (entrepreneurships) to the poor layer (steady still) to join them in the first layer of the new

worldwide society layers.”

Malek Ghazo


Education

1991-2004 9 O-Levels (IGCSE), 4 A-levels (GCE) - Distinction

College De La Salle-Frere, Amman, Jordan

2004-2009 BSc in Electrical and Communication Engineering – Good

University of Jordan, Amman, Jordan

2009-2010 MSc in Engineering and Management - Distinction

University of Exeter, Exeter, UK

Professional Experience

Jun 2010 - Jan 2011 Student Advisor – Disability Resource Center

University of Exeter -Exeter, United Kingdom

Sep 2010 – Jan 2011 Customer Service Advisor

EDF Energy - Exeter, UK

Feb 2011 – Apr 2012 Project Manager (R&D) – UK Government Funded Project

Xyratex Technology - Portsmouth, UK

Feb 2011 – Apr 2012 Research Associate – UK Government Funded Project

University of Portsmouth - Portsmouth, UK

Sep 2011 – Apr 2012 Consultant Engineer - Organizational Business Development

Xyratex Technology - Portsmouth, UK

Dec 2012 – Apr 2013 Consultant Engineer - Strategic Procurement Manager

Intermediate Petrochemicals Industries - Amman, Jordan

Apr 2013 – Dec 2013 Consultant Engineer – Departmental Coordinator

O&M Project - DAR AL HANDASAH – Riyadh, Saudi Arabia


Feb 2014 – Aug 2014 Project Manager - Training and Studies Supervisor

Trainer/Coach (KPI, BSC, Benchmarking, Excellence Criteria, RADAR)

King Abdullah II Center for Excellence – Amman, Jordan

Sep 2014 – May 2015 Program Manager - Head of Excellence Unit

Trainer/Coach (KPI, BSC, Benchmarking, Excellence Criteria, RADAR)

King Abdullah II Center for Excellence – Amman, Jordan

Jun 2014 – Present EFQM Certified Assessor

EFQM – Worldwide

May 2015 – Present Freelancer: Trainer, Excellence Specialist, Customer Service Specialist,

TQM Leader and Researcher

Worldwide

Achievements

2014 – 2015 Excellence Awards Leader

Excellence Award’s criteria/Questionnaires development (Short Term &

Long Term)

2nd Cycle Excellence in Public Service Award Project Manager

3rd Cycle Excellence in Public Service Award Project Manager

2014 Development of an Excellence Aid Initiatives Framework agreed on by

Jordan’s Prime Ministry

Committee member for transferring 85 governmental organizations’

KAA assessment reports to 5 overall initiatives to be implemented in

Jordan’s Governmental Sector, Amman, Jordan

2014 Trainer for Excellence Criteria, RADAR Assessment tool, KPI, BSC,

Benchmarking

400 Governmental Sector Trainees, King Abdullah II Center for

Excellence, Jordan

2014 – 2015 Research Project Leader


2 BSc Final Year Projects – King Abdullah II Center for Excellence

Hashemite University, Amman, Jordan

2011 – 2012 Patents in the domain of Machines Conditional Monitoring

FOUR Patents in the Filing Process, Xyratex, UK

2011 - 2012 Nominated for KTP Business Leader Award, UK

Nominated among 8 employees by line manager

2011 - 2012 Research Project Leader

BSc Final Year Project – Xyratex/University of Portsmouth, Portsmouth,

UK

2015 Publications - Deposit Number in Jordan National Library 2015/6/3004

Service Management: Managing services in the telecom industry in

relation to market logic, customer involvement, supplier selection and

partners selection


Data Driven Excellence Manager: An excellence driven framework that

will lead your managerial experience with data and power it by

innovation and creativity.


معايير جائزة الخدمة المتميزة

والنشاطات التي يتم تنفيذها في مؤسساتهم يتعلق بتقسيم العمليات إطار عام متكامل ومفصل يساعد على تنظيم عمل الجهات المشاركة بما

بالتغذية الراجعة وتنفيذ التحسينات المطلوب وانتهاء االحتياجاتإلى مراحل تدعم أجزاء تنفيذ مشروع تقديم الخدمة بدًء بتحديد المتطلبات/

Managed a 218K GBP project in collaboration with the UK government (TSB), Xyratex

Technology and the University of Portsmouth.

Initiated 4 patents in the field of machines conditional monitoring, data storage predictive

failures and data centers management.

Lead a change management process in a multinational company where a new process was

introduced to better deliver effective products, ensure effective relationship between the

different departments and support the continuous improvements, innovation and creativity

inside each of the participated employees.


Lead the procurement department in a large scale petrochemical company and managed $0.5

million procurements within a strategic management framework.

Lead the synchronization between the electrical department in 8 million square meters project

(Princess Noura Binat Abdul Rahman University for woman) with an overall framework for asset

management, performance management and partners/suppliers relationship.

Trained 400 Jordan Public sector employees in a 6 months period, who have implemented

techniques and provided very positive feedback for training material, exercises provided, case

studies implements and coaching afterwards.

Initiated an overall and comprehensive change management framework structure to put King

Abdullah II Center for Excellence on the track of excellence towards continuous improvement,

catalyze their employees innovation and creativity, involve customers in their excellence

journey, improve their suppliers/partners relationship towards effective co-creation of value,

efficient stakeholders satisfaction and an overall customer centric strategy (internally and

Externally).

Developed an overall excellence in customer service framework and created long term

excellence award criteria for the excellence in customer service in the Jordanian public sector

based on my past studies, thesis, and experiences.

Currently, I am in the process to patent a framework structure for the alignment between

Business Process management and HRM/HRD towards an Innovative and Automatic framework

where employees are the centric focus and their creativity and innovation are one of the main

assets any business would have in order to sustain its presence, delivered services and products,

market shares and satisfied customers.