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‘Becoming Excellent' Master Class seriesMaster Class 1:Thurs 18th June 2015
The flaws associated with naïve use of the EFQM Excellence model, and how to overcome themTONY BENDELL, SERVICES LIMITED AND THE ANTI-FRAGILITY ACADEMY
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
The ‘Becoming Excellent' Master Class series
Organisational Excellence is subtle, & pursuing Organisational Excellence is difficult & sometimes lonely.
The intention is to develop an active Master Class community with Master Classes taking place on a quarterly basis, facilitated by Professor Tony Bendell.
The first Master Class will focus on the flaws associated with naïve use of the EFQM model, and how to overcome them.
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
Your Hosts: Services Limited‘Everything For Excellence’
Professor Bendell’s own Consultancy & Training Company started in 1983
Train & Consult in Six Sigma, Lean, Benchmarking, Anti-Fragility etc.
Services Limited are uniquely qualified to assist your organisation with the pursuit of Excellence; use of the EFQM Excellence Model; preparation for a regional, national or European Excellence Award or the C2E and R4E recognition schemes; and integration of your Excellence program with business strategy or Lean, Six Sigma, ISO9001 or similar initiatives.
Services Limited are EFQM Licensed Trainers and Advisors.http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
Programme (Indicative)
10am Arrival & Refreshments
10.30am Introduction/ Why Are You Here?/The EFQM Excellence Model/ Debate
11am Group Exercise; Assessment of the Model
11.40am Feedback, Current Trends & Prioritised Issues
12.30 Lunch & Networking
2pm Dealing With the Issues
3.30pm Subsequent Master Classes, Close & Refreshments
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
Introduction
The EFQM Excellence Model is the best framework available for organisations taking improvement seriously, but it is not perfect or fully explicit and can often be used wrongly. With the EFQM Excellence Model being stable for the next three years, forward thinking organisations should be aware of the dangers and be considering imperfections in the model, and how to go beyond them.
Tony has analysed in detail the current version of the EFQM Excellence Model, where it is weak, and where there is a need for more guidance on key issues.
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
The EFQM Excellence Model
Three components:
The Fundamental Concepts
The 9 Criteria
RADAR
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The Fundamental Concepts
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EFQM Criteria
Leadership People Business Results
Processes, Products & Services
Strategy
Partnerships & Resources
People Results
Customer Results
Society Results
Enablers Results
Learning, Creativity and Innovation© EFQM 2012
®
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Define the RESULTS you want to achieve
Develop the APPROACHES
that will deliver the
improvement
DEPLOY the improvement
planASSESS the impact and
REFINE to ensure you achieve the desired result.
RADAR
The RADAR Concept
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Other Trends?
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Technology
Offshoring, Outsourcing & Extended Supply Chains
Crises & Black ‘Swans’
Demographics
Quality of Life, CSR, Responsible Capitalism
Role of Government & public sector
Some Technology Related Trends
Working patterns
Marketing & delivery
Entry, mobility & business merging
New business, young & trendy
Decline of physical shopping
Constant worldwide communication
‘Too big’ data
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Current Trends & Recent Events
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Organisational Failures – The Failure of Management & Management Systems
Organisational failures are now commonplace, including those of iconic firms
Conventional management and management systems have proved inadequate to protect both private and public sector organisations from catastrophic incidents, adverse publicity and failure
Fragility associated with: Volatile Environment
Weaknesses in Systems & Processes
Weaknesses in Behaviours & Management
Rush to Efficiency
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
Analysis of Current Version of the EFQM Excellence Model
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Potential Weak Areas or Need for Guidance? Emphasis on Efficiency & Effectiveness, largely ignores Fragility
Innovation dispersed through the Model
External awareness, information management & decision making
No minimum level criterion (part) requirements
Lack of clarity to include Black Swan events
Still a tendency to audit/ not assess, not holistic & ignore strategic themes
……..?
Prioritising the Issues
According to the Dangers?/ Risk analysis
Fragility
A good unifier
Potential for a holistic approach
Development for EFQM Excellence Model?
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Where Fragility Exists
At all Levels/Layers… Strategy & Governance
Operations, Processes & Supply Chain
People & Culture
Information & Technology
Markets, Products & Services
Global & Local Fragility/Macro & Micro
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Anti-Fragility (Nassim Taleb) Fragile refers to systems and organisations that can be
easily damaged by changes or shocks in the external or internal environment.
Robust refers to systems and organisations that are able to withstand such adverse conditions.
Anti-Fragile refers to systems and organisations that, like biological systems, are more than just robust and within limits actually improve their resilience through being stressed.
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Nature got there first
Nature Got There First
Natural systems are Anti-Fragile
Until now, we have only focused on making human systems Robust.
But now we know better!
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Some Sources of Anti-Fragility Learning
Awareness of environment & internal conditions
Information systems
The ability to take decisions & act
Flexibility & Agility
Good decision making
Shared & spread risk
Anti-Fragility (or not) is defined by the Organisational Strategy, Structure and Systems, its People, Relationships and its Culture. We can then Build Anti-Fragility (or not) into our products & services, use of information and technology base.
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Management Systems All organisational and system information gathering and feedback loops, that
potentially use current performance as the basis for control and/or change, represent Anti-Fragility Features.
Strategy Review; Risk Management; Budgetary Control; Internal & External Audit; Quality Control; Quality Assurance; Developmental and Evaluative Performance Appraisals; HSE Assurance; Continuous Improvement, Kaizan, Six Sigma, Lean Improvement, Agile Deployment, & Organisational Assessment against the EFQM Excellence Model.
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Anti-Fragility Features of Organisations and SystemsLeadershi
pPeople Business
ResultsProcesses, Products & Services
Strategy
Partnerships & Resources
People Results
Customer Results
Society Results
A key part of the Anti-Fragile mechanism in all these cases is the human role.
Risk Management & Quality Management are Anti-Fragility Features of our organisations and systems. But, these Anti-Fragility Features, are themselves often implemented in a Fragile way. (Second Level Fragility)
What about the implementation of the EFQM Excellence Model?
Lack of a holistic approach to Fragility Minimisation and Management in current practice in organisational or system design and operation.
Anti-Fragility Features of Organisations and Systems
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But the limitations are in how these Safeguarding Systems are implemented
Often designed for Robustness, not Anti-Fragility
Incomplete information flow
Assume some stability & no “Black Swans”
Often delegated to middle management, formalised and standardised, so in danger of becoming compliance-driven rituals, with incomplete information; with most importance being given to the integrity of the paper trail for auditing purposes, & inadequate senior management attention.
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
A Basic Fragility Test for Your Organisation (Score out of 100; (0-10 :0=maximum optimisation)
How good is our current Approach? (0-10)
Do we include deliberate Diversity of Approach and Deployment? (0-10)
How Aware are we of our Environment? (0-10)
Do we Learn? (0-10)
Do we Implement what we Learn? (0-10)
Do we Learn fast? (0-10)
Do we have the Infrastructure to Learn? (0-10)
Do we Evolve? (0-10)
Do we have the Infrastructure to Evolve? (0-10)
How Optimised are Our Processes? (0=highly optimised) http://www.theanti-fragilityacademy.co
m/http://servicesltd.co.uk/ [email protected] [email protected]
Ten Ways An Organisation Can Become More Anti-Fragile1. Don’t think you are there- Realise Never Completely get there/never completely not there.
2. Be aware, scan the external & internal environment, risks, scenarios & possible black swans.
3. Be joined up & nimble, keep learning, apply.
4. Avoid rigidity, ultra efficiency & relying on robustness.
5. Don’t automate, engage.
6. Reduce the fragility of anti-fragile systems.
7. Use diversity.
8. Apply precautionary principles.
9. Fail often & small.
10. Stress test. http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
Where Can We Start?
How ideal is your world?
The Board.
Executive management.
Operations management.
Supply chain.
Front line.
Risk
The Quality Department- organisational quality/TQM/Excellence
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Critique of EFQM Excellence Model
No Minimum Defined Requirements e.g. in Any Criteria Area
Concentration on Efficiency & Effectiveness Not Anti-Fragility
No Emphasis on Deliberate Exposure to Shocks (e.g. Stress Testing)
No Clear Policy to Include Black Swan Events………
BUT, the EFQM Excellence Model is Still As Good As We Have..
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
What is Organisational Excellence Today?
The Best Way Have So Far
Not Perfect
Itself Committed to Its Further Development
Does Not Exclude Anti-Fragility, But Does Not Emphasise It
Not Fully Realistic in its Emphasis on Efficiency & Effectiveness
A Good Investment Now, But Can We Make It A Better One?
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Why Do Organisations Exist?
In Pursuit of what Objectives? To Make Money
Social Purpose
Generally the Objectives Imply Continuing To Exist To Fulfil Purpose
Over & Above Short Term Efficiencies or even Effectiveness
• Robustness is Not Enough Need to Be Learning, Developing, Growing in Strength
Anti-Fragility http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
How Can We incorporate Anti-Fragility Into the EFQM Excellence Model?
By interpreting the Criteria and Fundamental Concepts to EXPLICITLY include it.
Wherever appropriate throughout the model.
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
Leadership People Business Results
Processes, Products & Services
Strategy
Partnerships & Resources
People Results
Customer Results
Society Results
The ‘Becoming Excellent' Master Class series
Organisational Excellence is subtle, & pursuing Organisational Excellence is difficult & sometimes lonely.
The intention is to develop an active Master Class community with Master Classes taking place on a quarterly basis, facilitated by Professor Tony Bendell.
The first Master Class has focused on the flaws associated with naïve use of the EFQM model, and how to overcome them.
Did you find it of interest/useful?
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
The ‘Becoming Excellent' Master Class series Provisional Date for Next Master Class
Tuesday 29th September
Limited places, first come first served.
Normal rate £80 per attendee per Master Class, but annual organisational subscription of £200 (payable in advance) Guarantees places at four Quarterly Masterclasses.
Enables additional delegates from the organisation to attend at a reduced fee.
Accesses other services from Services Limited at a 10% discount.
Enables participation in setting the agenda.http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]
The ‘Becoming Excellent' Master Class series
Suggestions & offers to organise/present welcome for the next Master Classes
Agenda will be set in collaboration with the subscribing organisations.
http://www.theanti-fragilityacademy.com/http://servicesltd.co.uk/ [email protected] [email protected]