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for any kind of organisation striving for excellence. It is presented in Figure 1-9. The nine criteria and their subdivisions allow depicting precisely an organisation’s way of offering value (“enablers”) and the resulting goal attainment (“results”).

      Figure 1-9: The EFQM Excellence ModelFramework201328

      Figure 1-10: Definitions ofthe EFQM Enabler Criteria29

      The five enabler criteria on the left side of the model cover what an organisation does to fulfil the various expectations of its stakeholders and how it does it. They consist of the criteria 1 Leadership, 2 Strategy, 3 People, 4 Partnerships & Resources and 5 Processes, Products and Services. The results stem from the enablers and depict what the organisation achieves. The balanced view on results is expressed by the four criteria 6 Customer Results, 7 People Results, 8 Society Results and 9 Business Results. As any excellent organisation is a learning organisation, the dynamic of continuous improvement through feedback is represented by the arrow at the base of the model stating “Learning, Creativity and Innovation”. Each criterion is clearly defined in order to explain its general meaning. An overview of the criteria definitions is provided in Figure 1-10 (for enablers) and Figure 1-11 (for results).

      Figure 1-11: Definitions of the EFQM Results Criteria30

      The high level definitions of the criteria only allow a very rough structure of a management system. For assessing the maturity of an organisation as well as its strengths and weaknesses, a more detailed approach is necessary. Therefore, the nine criteria are subdivided in criterion parts and these are further elaborated in guidance points. The 32 criterion parts describe different facets of what an excellent organisation typically does in the area of the defined criterion and what therefore should be considered during an assessment. On the third and lowest level of the model, the guidance points provide tangible best practice examples of how to implement the ideas. These guidance points link the EFQM Excellence Model to the Fundamental Concepts. Some of them provide an adaption of one part of a Fundamental Concept to fit the specific context of the criterion part. Other guidance points repeat the text from the Fundamental Concept precisely. Through the guidance points, the structure of the model allows to grasp connections between the different criteria and by that to identify management approaches that are able to integrate several goals at once. This adds another dimension to the otherwise two-dimensional model. These links are depicted by the connecting lines in the EFQM Excellence Model Framework. A graphic example of the EFQM levels is provided in Figure 1-12.

      Figure 1-12: Exemplary Levels of the EFQM Excellence Model³¹

      It is important to keep in mind that the 119 guidance points used for exemplifying the five enabler criteria are not meant as a check list, so it is not necessary for an organisation to follow them all. Nor is the list of guidance points meant to be exhaustive, as there are other ideas and approaches that fit into a criterion part without being mentioned in a guidance point. The EFQM Excellence Model as an open and non-descriptive model allows and expects individual solutions that match business sector, size, culture and strategy of a specific organisation. However, the guidance points facilitate the search for a fitting improvement measure, in this respect being proper guides for a leader facing management challenges.

      Figure 1-13: Exemplary Red Threads Through the EFQM Excellence Model³²

      It is possible to follow certain ideas or aspects of management through the model as they are referred to in several guiding points. The EFQM depicts in their 2013 model brochure the integration of their fundamental concepts into the model by highlighting those criterion parts of the enablers where the text of a certain fundamental concept is reflected directly in one of the attached guiding points.³³ This exercise can also be done in a broader sense for any aspect a manager would like to focus on, for example customers or ideas and impacts of the introduction of a risk management system. As shown in Figure 1-13, each of these aspects can be followed through the model. Ideas how to optimise the benefit from the customer’s perspective can be found for example in 1c (leaders are transparent and accountable to their customers and encourage them to participate in activities that contribute to the wider society), in 2a (gather customer’s needs and expectations as strategy input), 2b (analyse current performance trends, for example how customer expectations and promises to the customers are kept), 2d (communicate their strategy to their customers), 3b (attract the right people and ensure that all employees have the necessary competencies to fulfil the needs of the customers), 4a (identify and work together with partners to ensure enhanced value for the customers), 4c (optimise the impact of their product lifecycle and services on public health and safety including that of the customers), 4d (involve customers in the development and deployment of new technologies to maximise the benefits generated), 4e (establish approaches to engage relevant customers and use their knowledge in generating innovation), 5a (design and manage processes to optimise customer value – also beyond the boundaries of the organisation), 5b (develop products and services that create optimum value for customers), 5c (define different customer groups and anticipate their needs and expectations), 5d (produce and deliver products to need or exceed customer needs and expectations), and 5e (manage and enhance customer relationships). The outcomes of these approaches are measured in 6a and 6b (customer perceptions and performance indicators with impact on the perceptions of customers). Explanations concerning the depicted relevant criterion parts for people are provided online at the accompanying website combined with the solution to the following exercise.

       Exercise: Familiarise yourself with the EFQM structure (online)

      The internationalisation process that forms the structure of this textbook is based on the EFQM criteria. Therefore, more details of each criterion and the associated criterion parts will be explained at the beginning of the corresponding chapters. As this book will only present selected parts of the EFQM Excellence Model, it is highly recommended to acquire the original brochure of the model which can be obtained at www.efqm.org.

1.3.4

The EFQM RADAR Logic

      For assessing the excellence level of an organisation the EFQM offers a logical method based on the Deming or PDCA Cycle. According to the Deming Cycle a continuous improvement of processes or systems is based on several successive phases starting with establishing plans, processes and (measurable) objectives to the delivery of a certain output (PLAN), implementing and executing these plans (DO), reviewing the actual results (CHECK) and taking corrective actions in case significant differences between the actual results and the planned objectives occur (ACT).³⁴ The PDCA-Cycle lies at the heart of all improvement-related management models and is used for example in the ISO 9001 quality management systems’ requirements.

      The EFQM calls its derived approach RADAR® logic. It consists of four consecutive phases that an organisation needs to execute in order to ensure continuous improvement and sustainable outcomes and is represented in Figure 1-14. In the first phase, the organisation determines the RESULTS it wants to achieve according to its strategy. In the second phase the organisation plans and develops an integrated set of comprehensive APPROACHES to deliver the results from an actual and future-oriented perspective. In

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