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Use of the Georgia Oglethorpe Award Logo is restricted to current Key Investors, Award Recipients, and the office of
Georgia Oglethorpe Award Process, Inc.
People are encouraged to share the information which follows as an official Georgia Oglethorpe presentation. No one is permitted to use the Georgia Oglethorpe Award name for marketing purposes or the
Georgia Oglethorpe Award logo, without written consent of the executive director, Georgia Oglethorpe Award Process, Inc.
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An Overview of the Framework, System, and Process
Georgia Oglethorpe Award Process, Inc.
The Georgia Oglethorpe Criteria for Performance Excellence
Fall/ Winter - 2006/ 2007
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Note to Readers
Georgia Oglethorpe exists to provide education, assessment, and
recognition. It is not in the consulting business. Information provided here is intended to
educate you and members of your organization about what
basic considerations an organization must address
to create and sustain high performance.The how
is your choice.
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Performance Excellence in Georgia and the U.S.
Presented by:
Georgia Oglethorpe Award Process, Inc.
Presented to:
Those interested in improving their business results and outcomes.
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Outline of Slides• Introduction to Performance Excellence
AwardsOverview of Georgia Oglethorpe
Award Process, Inc.Overview of National Baldrige Award
• The Criteria for Performance Excellence: A Systems PerspectiveCriteria System FrameworkOrganizational ProfileCriteria Categories and Items
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Outline of Slides (continued…)
• What it means to receive the Award• Where you might go from here
(suggestions, not a prescription)
• How the Criteria and Scoring are used to assess your organization
• What steps are available for assessment
• Other assessment options• How to contact the Georgia Oglethorpe
Office
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Introduction to
Performance Excellence Awards
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What is Georgia Oglethorpe Award Process, Inc.?
Vision – Georgia Outperforming the World!
• Public-private partnership Mission – Leading Georgia’s Organizations
to Improve Performance
• Modeled after the Malcolm Baldrige National Quality Award Criteria and Award Process
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What is Georgia Oglethorpe Award Process, Inc.? (continued…)
• Promotes information sharing
• Recognizes organizational performance achievements
• Raises awareness of systems thinking (everything is an interdependent part of a bigger picture)• Promotes strategic and tactical approaches to organizational performance
• Provides education, assessment and recognition to all types and sizes of organizations
• Provides a three-step approach for your “never ending” performance excellence journey
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Georgia Oglethorpe
Annual Conference & Awards Banquet
Georgia Oglethorpe Award Assessment, Feedback & Recognition Process based on the Malcolm Baldrige National Quality Award Model
(Step 3)
Georgia Focus Recognition Self-Assessment Tool
(Step 1)
Annual Board of Examiners Training to Educate Examiners, Team Leads and
Judges
Workshops and Seminars for Potential Applicants and
Users of the Criteria
Performance Excellence Showcase to Enable Learning
from Award Winners
User Network Serious Wannabe Applicants and Users of
the Criteria for Performance Excellence
Georgia Progress Award (Step 2)
Leading Georgia’s Organizations to Improve Performance
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Historical Perspective
• Baldrige established in 1987 to recognize U.S. organizations for quality and performance achievements
• Established as a diagnostic tool for self- and third-party assessments
• 70+ nations have Baldrige-based award processes
• 40 states have Baldrige-based award processes• Initial focus was on the manufacturing industry
• Current focus is on all sector organizations (business, industry, government, education, healthcare, and nonprofits)
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Characteristics of High Performing Organizations• Focus on customers and key stakeholders
• Are proactive with little need to be reactive
• Desire to improve and keep pace with changing organizational needs
• Align strategies, goals, objectives, processes, and actions with vision and mission
• Manage by fact
• Rank among the leaders in their industry/ sector
• Commit to life-long learning and improvement
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Why Georgia Uses a Common Criteria for All Sector Organizations
• Increases the ability to communicate and share model practices between different types of organizations
• Encourages an inclusive process for sharing – vs. an exclusive one
• Enhances learning both within and between the sectors
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The Criteria for Performance Excellence:
A Systems Perspective
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What the Criteria are Not!• Six Sigma• Lean Manufacturing• ISO 9000• Re-engineering• Balanced Score Card• Kaizen Teams• Hoshin Planning
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What the Criteria Are!
An interdependent set of Criteria which include all the basic considerations an organization must address to create and sustain high performance.
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…You run it.
It does not run you!
20 / 80
Criteria Enable You to Achieve a Mature Business System
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1Leadership
2Strategic Planning
3Customer
and Market Focus
6 Process
Management
5 Human Resource
Focus
7Organizational
Results
4Measurement, Analysis, and Knowledge Management
Organizational Profile:Environment, Relationships, and Challenges
Criteria Framework: A Systems Perspective
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Criteria Structure• Seven Categories
• Nineteen Items (basic requirements)
• Multiple Areas to Address (multiple requirements)
• Non-prescriptive (ask “what”)
Process Categories ask for “how”
Results Category asks for “results” data and information”
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Criteria Structure continued…
Deployment
• Process Categories expect:
Approach
Learning
Integration
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Criteria Structure continued…
Trends
• Results Category expects: Performance levels
Comparisons
Linkages
• Results Category identifies:
Gaps
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Organizational Profile: Environment, Relationships, & Challenges
Critically Important because it:• Serves as the most important starting
point for understanding your organization
• Enables you to ensure the processes you use to run your organization and what you measure is linked and aligned with what is important to you
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Organizational Profile: Environment, Relationships, & Challenges continued…
• Top leaders and managers must clearly define the organization and what is important – so others can understand their priorities
Enables you to work on your
business, not in your business.
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Organizational Profile
Is a snapshot of your organization, the
key influences on how your operate,
and the key challenges you face.
Is a snapshot of your organization, the
key influences on how your operate,
and the key challenges you face.
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Organizational Profile
P1Organizational Description
P1Organizational Description
P2 Key Organizational Challenges
P2 Key Organizational Challenges
What are:• Your key organizational
characteristics?
- Organizational environment
- Organizational relationships
Describe your: • Competitive environment
• Key strategic challenges
• System for performance
improvement
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Leadership
The Leadership Category examines how your
organization’s senior leaders guide and sustain
your organization.
Also examined are your organization’s
governance and how your organization addresses
ethical, legal, and community responsibilities.
The Leadership Category examines how your
organization’s senior leaders guide and sustain
your organization.
Also examined are your organization’s
governance and how your organization addresses
ethical, legal, and community responsibilities.
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Leadership
1.1Senior Leadership: How you as senior leaders lead?
1.1Senior Leadership: How you as senior leaders lead?
1.2Governance and Social Responsibilities: Howyou govern and address social responsibilities?
1.2Governance and Social Responsibilities: Howyou govern and address social responsibilities?
Describe how:• Guide and sustain• Communicate with employees• Encourage high performance
Describe : • Your governance system
Describe how:• Address public responsibilities• Ensure ethical behavior• Practice good citizenship
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Strategic Planning
The Strategic Planning Category examines how your
organization develops strategic objectives and action
plans.
Also examined are how your chosen strategic
objectives and action plans are deployed and changed
if circumstances require, and how progress is measured.
The Strategic Planning Category examines how your
organization develops strategic objectives and action
plans.
Also examined are how your chosen strategic
objectives and action plans are deployed and changed
if circumstances require, and how progress is measured.
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Strategic Planning
2.1Strategy Development:How you develop strategy?
2.1Strategy Development:How you develop strategy?
2.2Strategy Deployment: How you deploy strategy?
2.2Strategy Deployment: How you deploy strategy?
Describe how: • Establish strategy and strategic
objectives
• Address strategic challenges
Describe how:• Convert strategic objectives into
action plans
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Customer and Market Focus
The Customer and Market Focus Category examines how
your organization determines the requirements, needs,
expectations, and preferences of customers and markets.
Also examined is how your organization builds
relationships with customers and determines the key
factors that lead to customer acquisition, satisfaction,
loyalty, and retention and to business expansion and
sustainability.
The Customer and Market Focus Category examines how
your organization determines the requirements, needs,
expectations, and preferences of customers and markets.
Also examined is how your organization builds
relationships with customers and determines the key
factors that lead to customer acquisition, satisfaction,
loyalty, and retention and to business expansion and
sustainability.
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Customer and Market Focus
3.1Customer and MarketKnowledge: How you use this?
3.1Customer and MarketKnowledge: How you use this?
3.2Customer Relationships and Satisfaction: How you build relationships? How you grow satisfaction and loyalty?
3.2Customer Relationships and Satisfaction: How you build relationships? How you grow satisfaction and loyalty?
Describe how:• Determine customers’ requirements,
needs, expectations and preferences • Market to ensure continuing relevance
of products and services and to
develop new business opportunities
Describe how: • Build relationships to acquire,
satisfy, and retain customers• Increase customer loyalty
• Determine customer satisfaction
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Measurement, Analysis, and Knowledge Management
The Measurement, Analysis, and Knowledge Management Category examines how your organization selects,
gathers, analyzes, manages, and improves it data,
information, and knowledge assets.
Also examined is how your organization reviews its
performance
The Measurement, Analysis, and Knowledge Management Category examines how your organization selects,
gathers, analyzes, manages, and improves it data,
information, and knowledge assets.
Also examined is how your organization reviews its
performance
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Measurement, Analysis, & Knowledge Management
4.1Measurement, Analysis, and Review of OrganizationalPerformance: How you do this?
4.1Measurement, Analysis, and Review of OrganizationalPerformance: How you do this?
4.2Information and KnowledgeManagement: How you manage these?
4.2Information and KnowledgeManagement: How you manage these?
Describe how:• Measure, analyze, align, review, and
improve performance data and
information at all levels and in all parts
of organization
Describe how:• Ensure quality and availability of
needed data and information for
employees, suppliers, partners,
collaborators, and customers• Build and manage knowledge
assets
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Human Resource Focus
The Human Resource Focus Category examines how your
Organization’s work systems and your employee learning
and motivation enable all employees to develop and utilize
their full potential in alignment with your organization’s
overall objectives, strategy, and action plans.
Also examined are your organization’s efforts to build and
maintain a work environment and employee support
climate conducive to performance excellence and to
personal and organizational growth.
The Human Resource Focus Category examines how your
Organization’s work systems and your employee learning
and motivation enable all employees to develop and utilize
their full potential in alignment with your organization’s
overall objectives, strategy, and action plans.
Also examined are your organization’s efforts to build and
maintain a work environment and employee support
climate conducive to performance excellence and to
personal and organizational growth.
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Human Resource Focus
5.2Employee Learning and Motivation: How you contribute to employee learning and motivate employees?
5.2Employee Learning and Motivation: How you contribute to employee learning and motivate employees?
5.3Employee Well-Beingand Satisfaction: How you contribute to well-being and grow satisfaction?
5.3Employee Well-Beingand Satisfaction: How you contribute to well-being and grow satisfaction?
See next page… See next page…
5.1Work Systems: How you enable employees to accomplish work?
5.1Work Systems: How you enable employees to accomplish work?
Describe how:• Work and jobs enable employees and the organization to achieve high performance• Compensation, career progression, and related workforce practices enable achievement of high performance
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Human Resource Focus(continued…)
Describe how:• Your employee education, training, and career development support achievement of objectives and contribute to high performance• Your education, training, and career development build employee knowledge, skills, and capabilities
5.2Employee Learning and Motivation: How you contribute to employee learning and motivate employees?
5.2Employee Learning and Motivation: How you contribute to employee learning and motivate employees?
5.3Employee Well-Beingand Satisfaction: How you contribute to well-being and grow satisfaction?
5.3Employee Well-Beingand Satisfaction: How you contribute to well-being and grow satisfaction?
Describe how:• You maintain a work environment and an employee support climate that contribute to well-being, satisfaction, and motivation of all employees
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Process Management
The Process Management Category examines the key
aspects of your organization’s process management,
including key product, service, and organizational
processes for creating customer and organizational
value and key support processes. This Category
encompasses all key processes and all work units.
The Process Management Category examines the key
aspects of your organization’s process management,
including key product, service, and organizational
processes for creating customer and organizational
value and key support processes. This Category
encompasses all key processes and all work units.
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Process Management
6.1Value Creation Processes: How you identify and manage key processes?
6.1Value Creation Processes: How you identify and manage key processes?
6.2Support Processes and Operational Planning: How you Identify and manage support processes and accomplish operational planning?
6.2Support Processes and Operational Planning: How you Identify and manage support processes and accomplish operational planning?
Describe how:• Identify and manage key value
creation processes for delivering
customer value and achieving
organizational success and growth
Describe how:• Manage key processes that
support
value creation processes
Describe:• Processes for financial
management and continuity of operations in an emergency
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Results
The Results Category examines your organization’s
performance and improvement in all key areas –
product and service outcomes, customer satisfaction,
financial and marketplace performance, human
resource outcomes, operational performance and
leadership and social responsibility. Performance
levels are examined relative to those of competitors
and other organizations providing similar products
and services.
The Results Category examines your organization’s
performance and improvement in all key areas –
product and service outcomes, customer satisfaction,
financial and marketplace performance, human
resource outcomes, operational performance and
leadership and social responsibility. Performance
levels are examined relative to those of competitors
and other organizations providing similar products
and services.
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Results7.1Product and Service Outcomes: What are your product and serviceperformance results?
7.1Product and Service Outcomes: What are your product and serviceperformance results?
7.2Customer-Focused Outcomes: What areyour customer-focused performance results?
7.2Customer-Focused Outcomes: What areyour customer-focused performance results?
Summarize key product
and service performance results.
Segment results by product and service
types and groups, customer groups,
and market segments, as appropriate.
Include appropriate comparative data.
Summarize key customer-focused results, including customer satisfaction and customer-perceived value.
Segment results by product and service types or groups, customer groups, and market segments, as appropriate.
Include appropriate comparative data.
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Results (continued…)
7.3Financial and Market Outcomes: What areyour financial andmarket results?
7.3Financial and Market Outcomes: What areyour financial andmarket results?
7.4Human ResourceOutcomes: What areyour human resource results?
7.4Human ResourceOutcomes: What areyour human resource results?
Summarize key financial
and marketplace performance results by
customer or market segments, as
appropriate.
Include appropriate comparative data.
Summarize key human resource results,
including work system performance and
employee learning, development, well-being,
and satisfaction.
Segment results to address the diversity of
your workforce and the different types and
categories of employees, as appropriate.
Include appropriate comparative data.
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Results (continued…)
7.5Organizational EffectivenessOutcomes: What are your organizational effectivenessresults?
7.5Organizational EffectivenessOutcomes: What are your organizational effectivenessresults?
7.6Leadership and SocialResponsibility Outcomes: What areyour leadership and social responsibility results?
7.6Leadership and SocialResponsibility Outcomes: What areyour leadership and social responsibility results?
Summarize key
operational results that
contribute to the improvement of
organizational effectiveness.
Segment results by product and service
types and groups, and by market
segments, as appropriate.
Include appropriate comparative data.
Summarize key governance, senior leadership,
and social responsibility results, including
evidence of ethical behavior, fiscal accountability,
legal compliance, and organizational citizenship.
Segment results by organizational units, as
appropriate.
Include appropriate comparative data.
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How the Criteria and Scoring are Used to Assess
Your Leadership and Management System
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CRITERIA RATING SYSTEM
PROCESSES – Categories 1 - 6
APPROACH (METHODS)
DEPLOYMENT (EXTENT & BREADTH APPLIED)
RESULTS – Category 7
RESULTS
APPROPRIATE
SYSTEMATIC
ALIGNED{
{CURRENT PERFORMANCE
PERFORMANCE RELATIVE TO COMPARISONS
PERFORMANCE TRENDS AND BREADTH
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What Steps are Available for Learning and Using the Criteria ?
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Georgia Focus
Recognition
Step 1
Georgia Progress
Award
Step 2
Georgia Oglethorpe
Award
Step 3
Three Step Process
Maturity andRecognition
Options
Baldrige Award(For those eligible.)
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Steps Toward A Mature SystemStrategic AND Operational Goals
Strategy
Strategy
1. Reacting to Problems
Strategy
Strategy
2. Early Systematic Approach
3. Aligned Approach
Strategy
4. Integrated Approach
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• Results - have improving trends and comparative data with good to very good performance levels
• Results address your customers, governance and ethics, operations,
employees, owners, suppliers, and other key stakeholders
What it Means to Receive the Award...
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• Results are not accidental
• Results are attributed to sound, systematic
processes
• Evaluation and improvement are embedded
in your business
You run your business. It does not run you!
What it Means to Receive the Award...
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• An organization -- Is perfect Will never face problems
• That the extended organizational family understands or embraces the philosophy
What it Does Not Mean to Receive the Award …
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Where You Might Go From Here
Contact the Georgia Oglethorpe office about customized training for your organization
• Continue learning about the CriteriaParticipate in the Georgia Oglethorpe
Board of Examiners training
Attend the Georgia Oglethorpe and Baldrige annual conferences
• Revisit customers and customer groups, and determine their needs and wants
Download samples of self-assessments and case studies from the Baldrige web site
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Where You Might Go From Here continued…
• Learn what your other key stakeholders need and want, e.g., your employees, financial providers, etc.
• Partner with education and non-education organizations experienced in using the Criteria
• Review your list of competitors and reasons they are considered your competitors
• Complete a self-assessment• Analyze your self-assessment results• Develop a plan for improvement with a
manageable set of priorities
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Other Assessment Options• Internal assessments
Use (experienced/ knowledgeable) examiners from within your
organization Hire (experienced/ knowledgeable)
third party examiner (s) Use a combined team of both
internal and external (experienced/
knowledgeable) examiners
• Internal surveys Completed by select groups within
the organization
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Complete a self-assessment –then submit it to Georgia Oglethorpe to receive third-party feedback from
members of our all-volunteer Board of Examiners.
ASSESSMENT OPTIONScontinued…
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IN SUMMARY
Indeed, I feel I have not answered any of them completely.
I realize that I may not have succeeded in answering all of your questions…..
To sum it up …. we may be confused but we are confused on a higher level and about more important things.
Author Unknown
The answers I have provided likely only serve to raise a whole new set of questions, which only lead to more problems, some of which we weren’t even aware were problems.
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QUESTIONS ?
You may contact the Georgia Oglethorpe Office at:
VM: 404.232.3808EM: [email protected]
Or, visit our web site at:www.GeorgiaOglethorpe.org
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THANK YOU!!!
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We are happy you are helping to move us toward…
Georgia: Outperforming the
World !!!
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SM
SM
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Key Themes – Explained
• Are key findings during the evaluation of your submission – relative to your Organizational Profile
• Key Themes are the high-level conclusions examiners draw when completing their assessment of your organization using your response to questions found both in the Criteria requirements and the Organizational Profile
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Key Themes - Explainedcontinued…
• A key theme is:A strength or opportunity for
improvement (OFI) that addresses a central requirement of the Criteria,
Common to more than one Item or Category (cross-cutting),
Especially significant in terms of your Organizational Profile, and/or
Addresses a Core Value of the Criteria.
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• Key Themes respond to the three points below (specific to your organization):Most important strengths or
outstanding practices
Key Themes - Explainedcontinued…
Your most significant opportunities, concerns, or vulnerabilities
Most significant strengths, opportunities, vulnerabilities, and/or gaps (related to data, comparisons, linkages) found in your response to Results Items
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KEY THEMES (Sample/ Potential Observations)
• Absence of objective evidence supporting linkage between goals, objectives, vision, mission and performance indicators
• Inconsistency of information • Approaches to your business appears to be
reactive
• Gaps between your Organizational Profile and your responses to the Core Values and Category/ Item questions
• Alignment unclear between performance indicators/ measures and process based actions
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System Framework1.1 – 1.2
Organization Leadership and Direction Setting
3.1 – 3.2Customer Knowledge andRelationship Management
2.1 – 2.2Strategy Developmentand Implementation
5.1- 5.3Work Systems and
Employee Management6.1 – 6.2
Process Design andManagement
4.1 – 4.2Measurement, Analysis and
Knowledge ManagementResults
Start Here