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The need for a model
Regardless of sector, size, structure or maturity, organisations need to establish an appropriate management system to be successful. The Excellence Model is a practical tool to help organisations do this by measuring where they are on the path to Excellence; helping them understand the gaps; and then stimulating solutions. The British Quality Foundation (BQF), with the European Foundation for Quality Management (EFQM), is committed to researching and updating the Model with the inputs of tested good practices from thousands of organisations both within and outside of Europe. In this way they ensure the Model remains dynamic and in line with current management thinking.

Overview of the Excellence Model
The Model is an over-arching, non-prescriptive framework based on nine criteria. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an organisation achieves. 'Results' are caused by 'Enablers'.

The Model, which recognises there are many approaches to achieving sustainable excellence in all aspects of performance, is based on the premise that:

Excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People Partnerships and Resources, and Processes.

The arrows emphasise the dynamic nature of the model. They show innovation and learning helping to improve enablers that in turn lead to improved results.
The Business Excellence Model / EFQM Excellence Model
Model structure
The Model's nine boxes, shown above, represent the criteria against which to assess an organisation's progress towards excellence. Each of the nine criteria has a definition, which explains the high level meaning of that criterion.

To develop the high level meaning further each criterion is supported by a number of sub-criteria. Sub-criteria pose a number of questions that should be considered in the course of an assessment.

Below each sub-criterion are lists of possible areas to address. The areas to address are not mandatory nor are they exhaustive lists but are intended to further exemplify the meaning of the sub-criterion.

Policy & Strategy
Partnerships & Resources

Customer Results
People Results
Society Results
Key Performance Results

The Fundamental Concepts of Excellence
The EFOM Model is a non-prescriptive framework that recognises there are many approaches to achieving sustainable excellence. Within this non-prescriptive approach there are some Fundamental Concepts which underpin the EFQM Model. These are expressed below.

There is no significance intended in the order of the concepts. The list is not meant to be exhaustive and they will change as excellent organisations develop and improve.

Results Orientation

Excellence is achieving results that delight all the organisation's stakeholders.

Customer Focus

Excellence is creating sustainable customer value.

Leadership & Constancy of Purpose

Excellence is visionary and inspirational leadership, coupled with constancy of purpose.

Management by Processes & Facts
Excellence is managing the organisation through a set of interdependent and interrelated systems, processes and facts.

People Development & Involvement

Excellence is maximising the contribution of employees through their development and involvement.

Continuous Learning, Innovation & Improvement
Excellence is challenging the status quo and effecting change by using learning to create innovation and improvement opportunities.

Partnership Development

Excellence is developing and maintaining value-adding partnerships.

Corporate Social Responsibility
Excellence is exceeding the minimum regulatory framework in which the organisation operates and to strive to understand and respond to the expectations of their stakeholders in society.

At the heart of the self assessment process lies the logic known as RADAR which has the following elements: Results, Approach, Deployment, Assessment and Review.

Radar Logic

The logic of RADAR® states that an organisation should:

Determine the Results it is aiming for.
Implement an integrated set of sound Approaches to deliver the required results.
Deploy the approaches systematically.
Assess and Review the effectiveness of the approaches.

To find out more about the Business Excellence Model as well as news, learning and networking opportunities visit The British Quality Foundation website...

The Impact of Business Excellence on Financial Performance (pdf 161 kb)
White paper from The British Quality Foundation (BQF) providing some hard financial evidence on how the Business Excellence Model when implemented effectively can dramatically improve financial performance...

European Forum for Quality Management
European Forum for Quality Management is the home of the Excellence Model. For more than 10 years, EFQM have been helping European businesses make better products and deliver improved services through the effective use of leading edge management practices. Among the resources on the site are Free publications including: Introducing Excellence and The Fundamental Concepts of Excellence...

The Business Excellence Model - will it deliver?
John Seddon, widely known for his critical view of ISO 9000, might be expected to level the same criticisms at the Business Excellence Model. However, John jokes that he only has two problems with the BEM: Content and Method...







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