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Baldrige Performance Excellence Program 2011 Examiner Training Opening Session

Baldrige Performance Excellence Program 2011 Examiner Training Opening Session. 2011 Examiner Training Welcome. Thanks! Quick Introductions (Name & Affiliation) 2011 Changes Itches and Scratches. 2011 Examiner Training What’s New . We listened to your feedback

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Baldrige Performance Excellence Program 2011 Examiner Training Opening Session

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  1. Baldrige Performance Excellence Program 2011 Examiner Training Opening Session

  2. 2011 Examiner Training Welcome • Thanks! • Quick Introductions (Name & Affiliation) • 2011 Changes • Itches and Scratches

  3. 2011 Examiner Training What’s New We listened to your feedback • Renewed Focus on Comment Writing • Practice with Both Process and Results Items • Incorporated Key Themes and Consensus Review • Prework Used in Class Exercises

  4. 2011 Application ReviewWhat’s New • Conflict of Interest Rule Change: No Category Conflict • Emphasis on Concise Feedback Comments that Are Actionable for the Applicant • Consensus Review: Added a Second Round of Virtual Reviews by the Team • Site Visit: - Preparation Work Will be Done in BOSS Site Visit Module - Applicant Documents Available at Sunday Planning Meeting

  5. www.inceosurvey.com

  6. Capitalizing on Complexity • IBM 2010 Global CEO Study • More Than 1500 CEOs • - Face-to-Face Interviews • - 60 Countries • - 33 Industries

  7. 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

  8. Companion CHRO Study • More than 700 Organizations, 61 Countries • Conclusions: - Cultivate Creative Leaders - Mobilize for Speed and Agility - Capitalize on Collective Intelligence • Knowledge Management • Adapt Innovations • Connect Internally and Externally

  9. Criteria Evolution The Leading Edge of Validated Management Practice

  10. Criteria Evolution Continuously improved • to best stimulate competitive success • to emphasize and improve linkages • to focus on key areas of performance • to increase ease of use and broaden the user base

  11. Baldrige in Three Questions 1. Is your organization doing as well as it could? 2. How do you know? 3. What and how should your organization improve or change?

  12. 2011 Most Significant Criteria Revisions • Dealing with Complexity • Customer Engagement

  13. Dealing with Complexity • Use the Criteria “Outline” • Line of Sight Strengthened Strategic Challenges and Advantages ↓ Core Competencies ↓ Strategy (Intelligent Risk) ↓ Work Systems and Processes • Linkages from Strategic to Operational

  14. Customer Engagement • Setting Customer–Focused Culture Starts with Senior Leadership • Logic Flow - Listen to Customers - Engage the Customer

  15. 2011-12 Criteria Changes • Category 3: Customer Focus Rewritten • New Concepts: Social Media for Voice of the Customer and Intelligent Risk • Category 5: Workforce and Leader Development Includes Customer Focus • Category 6 Is Now Operations Focus • Sub-Areas Have Headers • Performance Projections as a Strategic Concept • Results for Product/Service and Process Effectiveness Outcomes Combined

  16. Intelligent Risk Two critical elements of innovation:* • Support for Risk Taking and Change • Tolerance of Mistakes *Charles Hampden Turner , Charting the Corporate Mind, New York: The Free Press, 1990

  17. Intelligent Risk An opportunity where the potential gain outweighs the harm or loss that could impact the organization’s sustainability if the opportunity is not explored.

  18. Performance Projections • Expected Future Performance • Only in the 90-100% Results Scoring Guidelines • A Strategic Concept Addressed in Items 2.1, 2.2, and 4.1

  19. Results Scoring Guidelines • Now Address Basic, Overall, Multiple Requirements • Only One Reference to Performance Projections

  20. Keeping Systems Current… • … With Changing Business Needs Removed from the Criteria • Part of Strategic Planning • Sign of Organizational Maturity - - Learning and Integration

  21. Itches and Scratches Feedback Comment Clarity “The best things carried to excess are wrong.” Charles Churchill

  22. Itches and ScratchesFeedback Comment Clarity • Senior Leader Comment: “Dense and Esoteric” • Keep it Simple and Actionable • Avoid Self-evident So-whats • Too Many Examples Confuse the Main Point • Prioritize, Prioritize, and Prioritize - What Will Help the Most

  23. Itches and ScratchesADLI • Most Descriptive Range • Approach Dimension Is Not a Gate • ADLI Dimensions Parallel Each Other for Each Maturity Level

  24. ? ? ? ? ? ?Questions? ? ? ? ? ? Thanks!

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