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:
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.
Excellent organisations consistently add value for customers by understanding, anticipating and fulfilling needs, expectations and opportunities.
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.
Excellent organisations enhance their capabilities by effectively managing change within and beyond the organisational boundaries.
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.
Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics.
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.
Excellent organisations value their people and create a culture of empowerment for the achievement of both organisational and personal goals.
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.
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.
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.
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.
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.
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.
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.
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.
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:
Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their customers.
Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their people.
Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of relevant stakeholders within society.
Definition. Excellent organisations achieve and sustain outstanding results that meet or exceed the need and expectations of their business stakeholders.
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
The approaches have a clear rationale,based on the relevant stakeholder needs, and are process based.
The approaches support strategy and are linked to other relevant approaches.
The approaches are implemented in relevant areas; in a timely manner.
The execution is structured and enables flexibility and organisational agility.
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
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.
Results are timely, reliable & accurate.
Results are appropriately segmented to provide at least 3 years.
Positive trends or sustained good performance over at least 3 years.
Relevant targets are set and consistently achieved for the key results, in line with the strategic goals.
Relevant external comparisons are made and are favourable for the key results, in line with the strategic goals.
There is confidence that performance levels will be sustained into the future, based on established cause & effect relationships.
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.
Marc Amblard, CEO, EFQM
The concept of ‘New Ways of Working’ has become synonymous with flexible working and virtual cooperation. Business cases for investments in new technology and business processes to enable flexible working tend to focus on cost reduction and increased productivity. But increasingly people are demanding greater flexibility in how, where and when they work - and this doesn't just apply to "digital natives". Everyone is seeking to create a better work / life balance. Organisations must adapt to both generational and technological evolutions. These result in opportunities and risks. What are your new ways of working to maximise your people's engagement and your organisation's performance? Read more...
New Ways of Working: How is your organisation adapting to new ways of working?
The EFQM New Ways of Working Good Practice Competition is your opportunity to showcase how your organisation is adapting to changes in the way people live and work. We’re looking for innovative initiatives that have delivered tangible benefits for your organisation and stakeholders; the more creative the better. [Click here] for more information on the competition.
Creative Use of Social Media Good Practice Competition Winner 2012
Vodokanal of St Petersburg, Russia
We are pleased that the international jury highly appreciated Vodokanal’s social media use project. This victory gave a new impulse to the Da-Voda Portal team by demonstrating that, on the one hand, we have made the right choice of the area of activity and, on the other hand, that we should never be satisfied with what has already been achieved, that we should make headway, look for new non-trivial instruments for interaction with the audience and promotion of the ideas relating to careful attitude towards water. Furthermore, the fact that we have won the good practice competition in creative use of social media enhanced the prestige of our project both among the staff of Vodokanal St. Petersburg, and among the existing and potential partners of Da-Voda Portal. Read more...
Other articles feature:
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The EFQM Excellence Model 2013
EFQM Framework for Enterprise 2.0 (Model 2010)
EFQM User guides (Model 2010)
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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
This video will provide you with an overview of the changes to the EFQM Excellence Model 2013.
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:
"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.
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.
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.