Business Excellence - Business Excellence Models
What are Business Excellence Models (BEMs)? They are a set of principles in business used to address the importance of excellence in every part of a company, not only product and process quality.
Why are they used in more than 83 countries as a critical mechanism in improving a company’s business? Organisations use BEMs to grasp and evaluate which processes should be improved to get better results.
Business Excellence Core Values and Concepts
To fully grasp BEMs, we first need to understand the core values and concepts they originated from. Let us go through these together:
- Visionary leadership: Your organisation’s senior leadership needs to set directions and create a customer focus, clear and visible organisational values. The principles, merits, and expectations need to be following all your stakeholders’ needs.
- Customer-driven excellence: Performance and quality are estimated by an organisation’s customers. Thus, your organisation must think about all product features and characteristics and all ways of customer access and support that add value to your customers.
- Organisational and personal learning: Reaching the highest levels of organisational performance requires an intelligent way of corporate and individual learning that encompasses sharing knowledge through systematic processes. Organisational learning tackles two issues simultaneously: it deals with continuous improvement of existing approaches and leads to new goals and approaches.
- Giving value to workforce members and partners: An organisation’s success varies largely on an engaged workforce that benefits from meaningful work, clear organisational direction, and performance accountability and that has a safe, trusting, and cooperative environment.
- Agility: In order to be successful in today’s globally competitive environment, you have to be quick and flexible at following up with the newest changes.
- Focus on the future: Ensuring an organisation’s sustainability requires understanding the short and longer-term factors that affect your organisation and marketplace.
- Managing for innovation: Coming up with a meaningful change to improve an organisation’s products, services, programs, procedures, operations, and business model to make a new value for the organisation’s stakeholders.
- Management by fact: Organisations rely on measuring and analysing performance. Such measurements need to stem from business needs and strategy, and they bring crucial data and information about key processes, outputs, and results.
- Societal responsibility: Organisation’s leaders have to emphasise responsibilities to the public, ethical behaviour, and the need to consider societal well-being and benefit.
- Focus on results and creating value: An organisation’s performance measurements need to focus on key outcomes. Results have to be used for creating and balancing value for your main stakeholders.
- Systems perspective: supervising your entire organisation holistically and understanding how its components interact and are aligned to achieve success.
How to use these core values?
The core values and concepts are things that should be implemented inside one organisation. So, it is essential to know:
- What does the leadership team do to deliver an environment for innovation? In what ways do strategies promote innovation in products and operations?
- How do functional processes make space for reaching innovative designs for products and services?
- How does listening to the customer affect your opportunities for innovation?
- How does comparing performance and systems with other organisations help introduce innovations?
- How does organisational culture profit from the diverse ideas, cultures, and thinking of a workforce?
Now that we understand Business Excellence models better, next week we will look into particular widely-accepted BEMs. We will discuss them in detail and try to explain why they're so popular.
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