EFQM is committed to help organisations drive improvement through the use of the EFQM Excellence Model. It is the place where people come together to share knowledge, network and collaborate on all aspects of Excellence.

 

 

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Model 2013

Model 2013

EFQM Excellence Model 2013

The world does not stand still. It is changing ever more rapidly. The interdependencies between organisations, communities, countries and economies are strengthening and increasing in complexity. To remain competitive in this environment, any organisation needs to continually innovate and improve. Now, more than ever before, an organisation needs to understand, balance and effectively manage the needs and expectations of their stakeholders.

The EFQM Excellence Model is a framework to understand and manage this complexity. The Model is pragmatic and practical, developed by leading organisations to stimulate continuous improvement. The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does and the Results it achieves.

Regardless of sector, size, structure or maturity, organisations need to establish an appropriate management framework to be successful. The EFQM Excellence Model is a non-prescriptive framework that enables organisations to:

Whilst there are numerous management tools and techniques commonly used, the EFQM Excellence Model provides an holistic view of the organisation and it can be used to determine how these different methods fit together and complement each other. The Model can therefore be used in conjunction with any number of these tools, based on the needs and function of the organisation, as an overarching framework for developing Sustainable Excellence.



Should you be interested to learn more or implement the EFQM Excellence Model, you can:

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The Concepts

Model 2013

Fundamental Concepts of Excellence

The Fundamental Concepts of Excellence outline the foundation for achieving sustainable excellence in any organisation. They can be used as the basis to describe the attributes of an excellent organisational culture. They also serve as a common language for top management.

There are 8 Fundamental Concepts:

Adding Value for Customers

Adding Value for Customers.
Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities.

Creating a Sustainable Future

Creating a Sustainable Future.
Excellent organisations have a positive impact on the world around them by enhancing their performance whilst simultaneously advancing the economic, environmental and social conditions within the communities they touch

Developing Organisational Capability

Developing Organisational Capability.
Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries.

Harnessing Creativity & Innovation

Harnessing Creativity & Innovation.
Excellent organisations generate increased value and levels of performance through continual improvement and systematic innovation by harnessing the creativity of their stakeholders.

Leading with Vision, Inspiration & Integrity

Leading with Vision, Inspiration & Integrity.
Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.

Managing with Agility

Managing with Agility.
Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.

Succeeding through the Talent of People

Succeeding through the Talent of People.
Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.

Sustaining Outstanding Results

Sustaining Outstanding Results.
Excellent organisations achieve sustained outstanding results that meet both the short and long term needs of all their stakeholders, within the context of their operating environment.

 

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The Criteria

Model 2013

The Criteria

The EFQM Excellence Model allows people to understand the cause and effect relationships between what their organisation does, the Enablers, and the Results it achieves.

To achieve sustained success, an organisation needs strong leadership and clear strategic direction. They need to develop and improve their people, partnerships and processes to deliver value-adding products and services to their customers. If the right approaches are effectively implemented, they will achieve the results they, and their stakeholders, expect.

ENABLER CRITERION
There are 5 enablers, pictures on the left-hand side of the Model. These are the things an organisation needs to do to develop and implement their strategy.

Leadership

Definition. Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and reach in a timely manner to ensure the on-going success of the organisation.

1a. Leaders develop the mission, vision, values and ethics and act as role models.
1b. Leaders define, monitor, review and rive the improvement of the organisation's management system and performance.
1c. Leaders engage with external stakeholders.
1d. Leaders reinforce a culture of excellence with the organisation's people.
1e. Leaders ensure that the organisation is flexible and manages change effectively.

Strategy

Definition. Excellent organisations implement their mission and vision by developing and deploying a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy.

2a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment.
2b. Strategy is based on understanding internal performance and capabilities.
2c. Strategy and supporting policies are developed, reviewed and updated.
2d. Strategy and supporting policies are communicated, implemented and monitored.

People

Definition. Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation.

3a. People plans support the organisation's strategy.
3b. People's knowledge and capabilities are developed.
3c. People are aligned, involved and empowered.
3d. People communicate effectively throughout the organisation.
3e. People are rewarded, recognised and cared for.

Partnerships & Resources

Definition. Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes.

4a. Partners and suppliers are managed for sustainable benefit.
4b. Finances are managed to secure sustained success.
4c. Buildings, equipment, materials and natural resources are managed in a sustainable way.
4d. Technology is managed to support the delivery of strategy.
4e. Information and knowledge are managed to support effective decision making and to build the organisation's capability.

Processes, Products & Services

Definition. Excellent organisations design, manage and improve processes to generate increasing value for customers and other stakeholders.

5a. Processes are designed and managed to optimise stakeholder value.
5b. Products and services are developed to create optimum value for customers.
5c. Products and services are effectively promoted and marketed.
5d. Products and services are produced, delivered and managed.
5e. Customer relationships are managed and enhanced.

RESULTS CRITERION
There are 4 results areas, shown on the right-hand side of the Model. These are the results an organisation achieves, in line with their strategic goals. In all 4 results areas, we find that excellent organisations:

  • Develop a set of key performance indicators and related outcomes to determine the successful deployment of their strategy, based on the needs and expectations of the relevant stakeholder groups.
  • Set clear targets for key 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 organisation and the experience, needs and expectations of their 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 results compare to similar organisations and use this data, where relevant, for target setting.

Customer Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their customers.

People Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their people.

Society Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of relevant stakeholders within society.

Business Results

Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their business stakeholders.

 

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The RADAR

Model 2013

The RADAR

The RADAR logic is a dynamic assessment framework and powerful management took that provides a structured approach to questioning the performance of an organisation.

At the highest level Radar logic states that an organisation should:

Determine the Results it is aiming to achieve as part of its strategy.

Plan and develop an integrated set of sound Approaches to deliver the required results both now and in the future.

Deploy the approaches in a systematic way to ensure implementation.

Assess and Refine the deployed approaches based on monitoring and analysis of the results achieved and on-going learning activities.

To help support robust analysis, the RADAR elements can be broken down into a series of attributes, shown below:

Analysis of ENABLERS

Approach

Sound.
The approaches have a clear rationale,based on the relevant stakeholder needs, and are process based.

Integrated.
The approaches support strategy and are linked to other relevant approaches.

Deployment

Implemented.
The approaches are implemented in relevant areas; in a timely manner.

Structured.
The execution is structured and enables flexibility and organisational agility.

Assessment & Refinement

Measurement.
The effectiveness and efficiency of the approaches and their deployment are appropriately measured.

Learning & Creativity.
Learning & creativity is used to generate opportunities for improvement or innovation.

Improvement & Innovation.
Outputs from measurement, learning & creativity are used to evaluate, prioritise and implement improvements & innovations.

Analysis of RESULTS

Relevance & Usability

Scope & Relevance.
A coherent set of results, including key results, are identified that demonstrate the performance of the organisation in terms of its strategy, objectives and the needs and expectations of the relevant stakeholders.

Integrity.
Results are timely, reliable & accurate.

Segmentation.
Results are appropriately segmented to provide at least 3 years.

Performance

Trends.
Positive trends or sustained good performance over at least 3 years.

Targets.
Relevant targets are set and consistently achieved for the key results, in line with the strategic goals.

Comparisons.
Relevant external comparisons are made and are favourable for the key results, in line with the strategic goals.

Confidence.
There is confidence that performance levels will be sustained into the future, based on established cause & effect relationships.

 

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About EFQM

EFQM

EFQM Shares What Works

EFQM is committed to help organisations drive improvement through the use of the EFQM Excellence Model, a comprehensive management framework used by over 30 000 organisations in Europe. For the last 20 years, we manage the development of this Model, incorporating the experiences and learning from these organisations to ensure it reflects reality.

To help you implement our Model, we provide training, assessment tools and recognition. But our real talent comes from gathering good practices and integrating those within our portfolio. EFQM, a not-for-profit membership Foundation, aims to share what works, through case studies, online seminars, working groups, conferences and thematic events. We nurture a network of world-class organisations and their leaders who share our passion for business excellence.

We believe that the EFQM Model is a common framework that helps us all to improve our businesses. Sharing our member’s enthusiasm, their motivation and the results they achieve; that is what we work for at EFQM.

Getting involved...

Join us on LinkedIn Follow @EFQM on Twitter Find us on Facebook View EFQM videos Meet the EFQM Team www.efqm.org
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How EFQM can help you...

EFQM

 

 

Where are you on your Journey towards Excellence?

  1. Strategic Plan: a document that describes the key objectives and supporting actions for your organisation's future activities.

  2. Management Reporting: the system top management use to review the overall performance of your organisation.

  3. Customer Perception: a structured process to collect feedback from customers to gauge their level of satisfaction with your products and services.

  4. Employee Perception: a structured process to collect feedback from employee to gauge their level of satisfaction and / or engagement.

  5. Process Management: the processes required to deliver your strategic goals have been defined & documented.

  6. Sustainability: the policies you have developed to ensure the future sustainability of your organisation's business model.

HOW EFQM CAN HELP YOU...

 

Click on the following links for more information on the EFQM Training, Assessments and Recognition, of contact us at info@efqm.org.


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2014

EFQM

Calendar 2014

EFQM Open Days

Introductory Webinars

Good Practice Visits

EFQM Assessor Training

Journey to Excellence Training

Leaders for Excellence Training

Validator Training

EFQM Forum

EFQM Webinars

For more information or registration, click on one of the buttons below - you will be redirected to the EFQM website:

Training Sharing Events Calendar online Register me

 

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ePublications

EFQM

EFQM Publications

EFQM offers different publications in electronic format, through Amazon Kindle or in EPUB format. These publications are also available in printed copies, to be purchased through EFQM webshop (see the link below).

The EFQM Excellence Model 2013

EFQM Framework for Enterprise 2.0 (Model 2010)

EFQM User guides (Model 2013)

Clicking the buttons below will redirect you to the corresponding online shops.

Kindle Store Epub format EFQM Webshop More on EFQM books

 

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Contact

EFQM

Talk to the Team

EFQM Private Stichting
Avenue des Olympiades 2
1140 Brussels - Belgium
Tel: 003227753511
Email : info@efqm.org

Also, feel free to contact us directly:

Events :
Vinciane Beauduin
info@efqm.org

Membership :
Samuli Pruikkonen
info@efqm.org

Partners:
Gianluca Mulé
partnerships@efqm.org

Publications:
Alicia Korzeniowska
orders@efqm.org

Assessment & Recognition:
Iosune Aguirre
levels@efqm.org

Training :
Caroline Verschraeghen
Maxim-Henri Lagrillière
training@efqm.org

Webmaster:
Vinciane Beauduin
webmaster@efqm.org

Talk to the Team www.efqm.org
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Membership

EFQM

EFQM Membership

EFQM Members, including more than 500 companies and organisations, share a common goal; the pursuit of excellence. The EFQM Excellence Model is our language; it facilitates sharing of information, knowledge and experiences. Becoming part of this network will enable you to engage with over 4500 like-minded individuals to develop new, innovative and practical solutions.

Benefits for members

Knowledge Base Contact us for more information

 

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2013 version

Model 2013

The changes to the Model 2013

This video will provide you with an overview of the changes to the EFQM Excellence Model 2013.

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Assessment

Model 2013

Assessing using the Model

The Model can be used to assess an organisation's current capabilities. The output of an assessment is normally a number of strengths and opportunities to improve future performance. Identifying an organisation's strengths is important, not only so you don't stop doing the things you are good at but also because these strengths may help in addressing the issues identified.

By definitions, complying with a defined standard is not excellence. Excellence is about going beyond what is expected. Unlike auditing against a standard, an assessment gives the management team a number of opportunities, options. Which points they choose to address, had how they choose to address them, will depend on their strategic priorities.

Using a process EFQM calls Self-Assessment organisations have the possibility to produce a comprehensive picture of their overall fitness at a given moment in time. This picture, which gives valuable feedback on the effectiveness and efficiency the organisation’s approaches across all its activities, provides a powerful driver for great meaningful improvement.

Take this opportunity to do a Self-Assessment of your organisation as proposed below:

Quick Self-Assessment 2013 Self-Assessment 2013

"We have been using the EFQM Model now for over 5 years. It is clearly a mighty tool which assists us in leading our global company. From the annual assessments we win an objective view of the organisation. This helps us to set the right priorities for our business and facilitates our improvement activities because we know they are the right ones. The leadership of all our 14 locations, due to its proven success, is dedicated to the EFQM Model. The model nowadays is indispensable for us."
Dr. Werner Struth, President Bosch Chassis Systems Control - EFQM Prize Winner 2011

To support organisations on their excellence journey, EFQM run comprehensive awards and recognition programmes applicable to all sizes and sectors. These programmes are a great way to demonstrate to all your stakeholders that you are committed to increasing your performance and devoted to achieving Sustainable Excellence.

Committed to Excellence
Based on a self-assessment, you will identify, prioritise and implement improvement projects, which are validated by an external assessor after 6-9 months.

Recognised for Excellence
A full assessment against the EFQM Excellence Model provides your organisation with feedback, a plan for progress, and acknowledgement for obtained results.

EFQM Excellence Award
Compare your organisation against other world-class leaders based on complete assessment by an expert assessor team spending on average 500 hours on each application.

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Assessment

Model 2013

EFQM Quick Self-Assessment 2013

Take a look at how the statements for the Enablers and the Results apply to your organisation, and tick the box to agree or disagree with each of them.

A full report analysing all results of this quick Self-Assessment 2013 will be published by EFQM on a regular basis, or [click here] to view online the results so far.

Please note that the survey is best viewed in landscape.

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Assessment

Model 2013

EFQM Self-Assessment 2013

Take a look at how the following statements for each Model Criteria apply to your organisation, and tick the box to agree or disagree with each of them.

A full report analysing all results of this Self-Assessment 2013 will be published by EFQM on a regular basis, or [click here] to view online the results so far.

Please note that the survey is best viewed in landscape.

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