2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Excellence Begins with Senior Leadership Excellence
2012 Texas Quest for Excellence Harry S. Hertz | June 25, 2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
• Why Baldrige Challenges Leaders • CEO Challenges • Leadership Excellence & Challenges • Baldrige Simplified
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Why Baldrige Challenges Leaders ● Because Baldrige Can’t Be Delegated ● Because Baldrige Starts with Leadership
Vision, Leadership Responsibilities, and Governance
● Because Baldrige Matches the Complexity of the Enterprise and Its Environment
● Because Baldrige Is Strategic ● Because Baldrige Is about Results Tied to
Process
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Criteria Framework: A Systems Perspective
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
The Baldrige Criteria, Six Sigma, and Lean are complementary, not mutually exclusive. Many organizations use Baldrige to develop an overall performance map to identify areas that need improvement, and then they may use one or more of these tools to design operations or improve processes within the organization. .
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Capitalizing on Complexity
● IBM 2010 Global CEO Study ● More Than 1500 CEOs
- Face-to-Face Interviews - 60 Countries - 33 Industries
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Capitalizing on Complexity CEO’s: ● Embody Creative Leadership - Ambiguity and Experimentation - Lead and Interact in New Ways ● Reinvent Customer Relationships - Getting Connected Highest Priority ● Build Operational Dexterity - Strategies that Allow Speed and Flexibility - Complexity that Strives for Simplicity
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Capitalizing on Complexity
More than Half of the CEO’s Do Not Think Their Companies Have the Skills and Infrastructure to Handle the Complexity
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
www.inceosurvey.com
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Corporate Reputation 1.1a (1) How do senior leaders’ actions reflect a
commitment to the organization’s values?
1.1a (2) How do senior leaders’ actions demonstrate their commitment to legal and ethical behavior? How do they promote an organizational environment that requires it?
1.2 Governance and Societal Responsibilities a. Governance System b. Legal and Ethical Behavior c. Societal Responsibilities and Support of Key
Communities
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Baldrige Performance Excellence Program | www.nist.gov/baldrige
Customer Loyalty and Retention
1.1a (3) – How do senior leaders create a workforce culture that delivers a consistently positive customer experience and fosters customer engagement?
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Consistent Execution of Strategy Being Able to Adapt Quickly to Change Product or Service Innovation Sustained and Steady Growth
1.1a(3) How do senior leaders create a sustainable organization? How do senior leaders create an environment for the accomplishment of your mission and strategic objectives, innovation, performance leadership, and organizational agility?
1.1b(2) How do senior leaders create a focus on action to accomplish the organization’s objectives, improve performance, and attain its vision?
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Baldrige Performance Excellence Program | www.nist.gov/baldrige
Employee Retention and Recruitment 1.1a(3) How do senior leaders: - Create an environment for workforce learning? - Participate in succession planning and the
development of future organizational leaders? 1.1b(1) How do senior leaders communicate with and
engage the entire workforce? How do senior leaders take an active role in reward and recognition programs?
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Key Excellence Indicators: Leadership Senior leaders • communicate and demonstrate clear direction
and values • inspire the highest standards of legal and
ethical behavior • model and encourage learning, innovation,
excellence, and a focus on the future • drive strategies for performance excellence
and sustainability
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Key Excellence Indicators: Leadership
The governance body • is informed, transparent, and accountable • takes responsibility for ethics, actions, and
performance The organization
• surpasses legal and regulatory compliance • stresses ethical behavior • strengthens environmental, social, and
economic systems
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Baldrige Performance Excellence Program | www.nist.gov/baldrige
Is This Excellent Leadership?
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Distinguishing Role Model from Really Good
Baldrige Performance Excellence Program | www.nist.gov/baldrige
• Evidence-Based Management • Achievement in Results • Entrepreneurism and Innovation • Agility • Governance and Leadership Metrics • Work Systems and Work Process
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center: Leadership
10 timeless “principles”
Cowboy Ethics: What Wall Street Can Learn from the Code of the West by James P. Owen, © 2004
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
VA Cooperative Studies Program Clinical Research Pharmacy Coordinating Center: Leadership
VA CSP Core Values Cowboy Ethics: Code of the West Leadership Live each day with courage.
Always finish what you start. Do what has to be done. When you make a promise, keep it.
Customer Service Remember that some things aren’t for sale. Continuous Learning Take pride in your work. Teamwork Be tough, but fair.
Talk less, say more. Ride for the brand.
Safety Know where to draw the line
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Leadership Do’s Do: ● Make improvement your focus, not an award ● Accept feedback; it can identify blind spots ● Things your way; there is no magic formula ● Focus on relationships and building trust ● Stay committed and be patient
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Leadership Don’ts Don’t: ● Expect only highs along the journey ● Let Baldrige become an add-on activity ● Expect magic bullets ● Focus on the Award ● Retreat when facing resistance ● Give up!
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Leadership Challenges Transition to an Enterprise Business Model: ● Mutual Respect and Trust ● Constant Communication ● Agility ● Take Pride in Our Accomplishments and
Work ● Innovate ● Show the Love
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Leadership Challenges
● 6 Teams 3 Teams ● Operations Transition Team - Provide Essential Products and Services - Eliminate, Streamline, Innovate
● Enterprise Transition Team
- Alternate Assessment
- Revenue Generation
- Partnering
- Communications
Interim Team Structure:
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Leadership Challenges Management Team
- Coordinate with Enterprise
- Coordinate with NIST
“Permanent” Team Structure Being Developed Now
Interim Team Structure – Cont’d:
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Baldrige Performance Excellence Program | www.nist.gov/baldrige
An Executive Guide
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Measure Business Impact
What We Have Learned
Financial Performance Results Cumulative EAT vs. budget
25
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Health Care Costs Thomson Reuters research study issued
October 2011 found - Baldrige hospitals six times more likely to be
among the 100 Top Hospitals - Baldrige hospitals statistically outperform 100
Top Hospitals on CMS core measures
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Leadership Ethics…….
Drive Workforce Engagement
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige
Baldrige Is Too Complex? Baldrige in Three Questions
● Is your organization doing as well as it could?
● How do you know? ● What and how should your organization
improve or change?
2012
Baldrige Performance Excellence Program | www.nist.gov/baldrige Baldrige Performance Excellence Program | www.nist.gov/baldrige
For More Information ● Baldrige 20/20 ● Criteria booklets ● Self-assessment tools based on the Criteria ● Award recipient videos and profiles ● Case studies ● Baldrige community
www.nist.gov/baldrige [email protected]
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