EFQM EXCELLENCE MODEL

Excellent Organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders

Excellence Model - EFQM 2010

EFQM SHARES WHAT WORKS

EFQM is a not for prot membership foundation. For the past twenty years we have shared what works between our member organisations as a way to help them implement their strategies. EFQM brings together organisations striving for Sustainable Excellence. Through our network of members comprising private and public organisations of every size and sector, many active around the world, EFQM applies its know-how and extracts outstanding approaches by engaging with executives and front-line managers. EFQM is the custodian of the EFQM Excellence Model, a non-prescriptive framework that can be used to gain an holistic view of any organisation regardless of size, sector or maturity. Over the past 20 years, the EFQM Excellence Model has been a blueprint for EFQM members and organisations across and beyond Europe to develop a culture of excellence, access good practices, drive innovation and improve their results. Those organisations have become more attentive to the needs of their stakeholders. They have learned how to learn, innovate and improve their overall performance. Their leaders have increased their abilities to take informed decisions and to understand the drivers of their strategy. Many of those organisations have acted as role models for other organisations, winning management practices have been re-used and adapted through EFQM sharing what works. This has led to a signicant reduction of waste, increased economic efciencies and improved societal relations. EFQM is now actively helping to prepare a new generation of business leaders by offering training and development opportunities built on practice-based learning and exchange between organisations. Our exchanges are underpinned by shared tools for assessment, calibrated during two decades of use within organisations and as the basis for discerning the recipients of the EFQM Excellence Award, Europes most prestigious award for organisations. Look for the stamp to ensure you are using the present version of the the EFQM Excellence Model.

2009 EFQM No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without either the prior written permission of, or a license permitting restricted copying and use for a third party, from the publisher.

Excellence Model - EFQM 2010

Contents
iNTrOducTiON ThE FuNdAMENTAL cONcEpTS OF ExcELLENcE
Achieving Balanced Results Adding Value for Customers Leading with Vision, Inspiration & Integrity Managing by Processes Succeeding through People Nurturing Creativity & Innovation Building Partnerships Taking Responsibility for a Sustainable Future 02 04 04 05 05 06 06 07 07 08 09 10 12 13 14 16 17 18 19 20 21 22 26 27 28 31 32

1. Leadership 2. Strategy 3. People 4. Partnerships & Resources 5. Processes, Products and Services 6. Customer Results 7. People Results 8. Society Results 9. Key Results

ThE EFQM ExcELLENcE MOdEL

iNTEgrATiNg ThE MOdEL ANd ThE FuNdAMENTAL cONcEpTS rAdAr ScOriNg FOr ThE EFQM ExcELLENcE AwArd ScOriNg SuMMArY ShEET gLOSSArY OF TErMS FurThEr rEAdiNg AckNOwLEdgEMENTS

Excellence Model - EFQM 2010

IntroductIon
Taking Responsibility for a Sustainable Future Achieving Balanced Results Adding Value for Customers Building Partnerships Leading with Vision, Inspiration & Integrity Nurturing Creativity & Innovation Managing by Processes Succeeding through People

The need for a Model

regardless of sector, size, structure or maturity, organisations need to establish an appropriate management framework to be successful. The EFQM Excellence Model is a practical, non-prescriptive framework that enables organisations to: Assess where they are on the path to excellence; helping them to understand their key strengths and potential gaps in relation to their stated Vision and Mission. provide a common vocabulary and way of thinking about the organisation that facilitates the effective communication of ideas, both within and outside the organisation. integrate existing and planned initiatives, removing duplication and identifying gaps. provide a basic structure for the organisations management system. 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.

Excellent Organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders.
All organisations strive to be successful, some fail, some achieve periods of success but ultimately fade from view, and a few achieve sustainable success, gaining deserved respect and admiration. The EFQM was formed to recognise and promote sustainable success and to provide guidance to those seeking to achieve it. This is realised through a set of three integrated components: The Fundamental concepts of Excellence: The underlying principles which are the essential foundation of achieving sustainable excellence for any organisation.

Excellence Model - EFQM 2010

The EFQM Excellence Model: A framework to help organisations convert the Fundamental concepts and rAdAr logic into practice. rAdAr logic: A dynamic assessment framework and powerful management tool that provides the backbone to support an organisation as it addresses the challenges it must overcome if it is to realise its aspiration to achieve sustainable excellence. using these three integrated components has helped organisations of all sizes and from all sectors to compare themselves with the attributes, qualities and achievements of sustainable organisations. They can use them to develop a culture of excellence, bring consistency to their management style, access good practices, drive innovation and improve their results. used appropriately, the EFQM Excellence Model, with the associated rAdAr logic and Fundamental concepts, ensures that all the management practices used by an organisation form a coherent system that is continually improved and delivers the intended strategy for the organisation. The 2010 version of the EFQM Model, rAdAr logic and Fundamental concepts builds on years of experience and takes into account the current and future challenges of an organisation. The Fundamental Concepts of Excellence outline the essential foundation for achieving sustainable excellence for 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 senior management. The EFQM Excellence Model allows Managers/Leaders to understand the cause and effect relationships between what their organisation does and the results it achieves. with the support of rAdAr logic it is possible to make a robust assessment of the degree of excellence of any organisation. The RADAR logic provides a structured approach to question the performance of an organisation. it also supports the scoring mechanism behind the EFQM Excellence Award and other recognition or assessment schemes and can help to lead change and manage improvement projects in an organisation.

Taking Responsibility for a Sustainable Future

Achieving Balanced Results

Adding Value for Customers Building Partnerships Leading with Vision, Inspiration & Integrity Nurturing Creativity & Innovation Managing by Processes Succeeding through People

Enablers Leadership People Processes, Products & Services

Results People Results Key Results

Strategy

Customer Results

Partnerships & Resources

Society Results

Learning, Creativity and Innovation

Plan and develop APPROACHES

Required RESULTS

DEPLOY Approaches

ASSESS AND REFINE Approaches and Deployment