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EXCELLENCE WITHOUT BORDERS

A GLOBAL BUSINESS EXCELLENCE STUDY

Public Release Version

PREPARED BY

CENTRE FOR ORGANISATIONAL EXCELLENCE

RESEARCH

SEPTEMBER 2019

1

INTRODUCTION The project Excellence Without Border (EWB) has been carried out as a global study on national

strategies for Business Excellence (BE). The aim is to investigate the best practices in designing

BE frameworks/ models, promoting BE, facilitating BE, awarding BE and support structure of

BE on national/ regional and sectoral level. The initial draft of terms of reference and the survey

tools were designed by the Centre for Organisational Excellence Research COER Ltd. It was

decided to maximise the value of the project that only BE custodians that had held a BE award in

2016 or after were eligible to participate in the project. This would ensure that the information is

coming from participants that are active in their BE related responsibilities.

The project website was launched in July 2018. This started the phase of gathering support for

and participation in the project. The project team met the GEM Council in August 2018 to

discuss the Terms of Reference, to seek improvement in the survey tools and to get support of

the GEM Council to attract more BE custodians from around the world to participate in the

project. The survey tools were sent to the participating BE custodians in September 2018. A total

of 29 eligible BE custodians from 26 countries have so far returned the survey and the results

have been compiled to share in the form of an initial draft with all the participants.

This document contains anonymous results from the EWB report; the questions and

responses that were entirely based on participant specific information have been omitted

from this version. Only a selection of questions/ responses are shown. These results have

been reviewed and updated based on the feedback of the project participants. GEM Council has

approved the release of these results. The purpose of getting GEM Council’s approval was to

ascertain that this draft does not include any information that is sensitive for the participants.

This is a summary report showing data as received from all participants.

For further information on the project, please visit the project website:

https://www.excellencewithoutborders.org/. Please also visit COER website:

https://www.coer.org.nz/.

Research Team and Contacts:

PhD Researcher: Saad Ghafoor, [email protected]

Chief Supervisor: Dr. Robin S. Mann, [email protected]

Co-supervisor: Prof. Nigel Grigg

Co-supervisor: Dr. Sanjay Mathrani

Below is a list of all the participating countries/ organisations

https://www.excellencewithoutborders.org/

https://www.coer.org.nz/

mailto:[email protected]

mailto:[email protected]

2

Country Organisation

Argentina Excelencia

Australia Business Excellence Australia

Canada Excellence Canada

Costa Rica Cámara de Industrias de Costa Rica

Czech Republic Czech Society for Quality

Ecuador CODEFE

El-Salvador Subsecretaría de Gobernabilidad de la Presidencia de la República de

El Salvador

Estonia Estonian Association for Quality (EAQ)

Europe -EFQM European Foundation for Quality Management

Finland Excellence Finland

India IMC Ramkrishna Bajaj National Quality Award Trust

Japan Japan Quality Award Council

Jordan King Abdullah II Center for Excellence (KACE)

Malaysia Malaysia Productivity Corporation (MPC)

Mexico Institute for Total Quality Development

Netherlands INK

Peru CORFEP

Philippines

Development Academy of the Philippines (Public Sector)

Department of Trade and Industry – Competitiveness Bureau (Private

Sector)

Saudi Arabia King Abdulaziz Quality Award

Scotland Quality Scotland

Singapore Enterprise Singapore

Spain Club Excelenciaen Gestión

Sweden SIQ – The Swedish Institute for Quality

United Arab Emirates

DGEP

Dubai Government Excellence Program (Public Sector)


DED

Business Excellence Department, Dubai Economy


SKEA

Sheikh Khalifa Excellence Award (SKEA) – Abu Dhabi Chamber

United Kingdom British Quality Foundation

United States of America Baldrige Performance Excellence Program

3

Section 1 – Designing Business Excellence Models/ Frameworks

1.1. How has the model/ framework that your organisation promotes been developed?

Graph 1: Developing the BE frameworks

1.2. If your organisation is responsible for designing its model/ framework or adopting and

revising another model/ framework, when was the last time you conducted a major review of

the model/ framework?

Graph 2: Time since last review of framework

0 1 2 3 4 5 6 7 8 9 10

Designed anew

Adopted but major modifications from anotherexcellence model/ framework

Adopted but minor modifications from anotherexcellence model/ framework

Adopted in original form from another excellencemodel/ framework

Number of Participants

0 1 2 3 4 5 6 7 8 9

No Response

This Year

Last Year

2 Years Ago

3 Years Ago

4 Years Ago

5 Years Ago or Before


4

1.3. How often do you undertake major reviews (involving your stakeholders and significant

research) of your model / framework?

Graph 3: Frequency of review of framework

1.4. If your model/ framework has changed in the last 5 years what have been the prime

influencers of this change?

Influencer High

Importance

Medium

Importance

Low

Importance

No Response

Academic Research (1)

(9)

(7)

(12)

Changing Megatrends (20)

(3)

(1)

(5)

Declining interest in the

BE model

(9)

(6)

(6)

(8)

Changes in other BE

models

(4)

(11)

(6)

(8)

Views of Assessors (5)

(16)

(2)

(6)

Views of Client

Organisations

(16)

(3)

(2)

(8)

Influence of Government (6)

(2)

(10)

(11)

Influence of Sponsors (2) (2) (15) (10)

Research or influence of

consulting companies

(1)

(5)

(11)

(12)

Table 1: Prime influencers of change in BE framework by country/ participant

0 1 2 3 4 5 6 7 8

No Response

On an Adhoc Basis

Once Every Five Years

Once Every Four Years

Once Every Three Years

Once Every Two Years

Every Year


5

1.5. In general, are you confident that the design of the business excellence model/ framework

used in your country is based on sound business principles?

Graph 4: Confidence in BE framework principles

1.6. In general, are you confident that the business excellence model/ framework (including

the categories/criteria and items/criterion parts and scoring mechanism) has been designed

appropriately for assessing business excellence?

Graph 5: Confidence in BE framework categories/ criteria, items/criterion and scoring mechanism

0 2 4 6 8 10 12 14 16

Not confident at all, major changes are required

Require further convincing, moderate to majorchanges are required

Reasonably confident but minor to moderate changesare required

Very confident but minor changes are required

Extremely confident, no changes required


0 2 4 6 8 10 12 14 16 18 20

Not confident at all, major changes are required

Require further convincing, moderate to majorchanges are required

Reasonably confident but minor to moderate changesare required

Very confident but minor changes are required

Extremely confident, no changes required


6

1.7. What is the likelihood for your organisation to switch to another model/ framework or to

significantly modify your existing model/ framework in the near future?

Graph 6: Likelihood of switching or significant change in BE framework

0 2 4 6 8 10 12 14

Not at all

Unlikely

Likely

Very Likely


7

BE Frameworks of the Participants

Argentina BE Framework/ Model (Business Sector)

Argentina BE Framework/ Model (Not-For-Profit Sector)

8

Argentina (Model of Excellence for the management of innovation)

9

Argentina (Model of Excellence for the management of innovation – score distribution)

10

Australia BE Framework/ Model

11

Canada BE Framework/ Model

12

Costa Rica BE Framework/ Model

13

El-Salvador BE Framework/ Model

14

European Foundation for Quality Management - EFQM BE Framework/ Model (Also used by

Czech Republic, Ecuador, Estonia, Finland, Peru, Scotland, Spain, UAE-SKEA and United

Kingdom)

Integration of the Fundamental Concepts within the Criteria

15

EFQM RADAR

16

India BE Framework/ Model

17

Japan BE Framework/ Model

Jordan BE Framework/ Model

18

Malaysia BE Framework/ Model

19

Mexico BE Framework/ Model

20

Netherlands BE Framework/ Model

21

Philippines BE Framework/ Model

22

Saudi Arabia BE Framework/ Model

Singapore BE Framework/ Model

23

Sweden BE Framework/ Model

24

United Arab Emirates – DGEP BE Framework/ Model

25

United Arab Emirates – DED BE Framework/ Model

/Malcolm Baldrige National Quality Award – MBNQA/ United States of America BE

Framework/ Model

26

Section 2 – Promoting Business Excellence

2.1. What is the main purpose of your promotional activity?

Graph 7: Main purposes of promotional activity ranked 1st to 3rd

0 2 4 6 8 10 12 14 16 18 20

Raising profile of BE award

Encouraging to continue BE journey

Raising awareness to start BE journey

No Response Ranked 3rd Ranked 2nd Ranked 1st

27

2.2.1. Based on your experience what degree of impact does each of the listed activities have

on raising awareness of BE in general?

Graph 8: Degree of impact of various BE awareness method

28

2.2.2. How would you rate your own processes for this particular activity?

Graph 9: Effectiveness of various BE awareness methods

29

2.2.3. Tick √ the 5 activities that you think should be focused on /improved over the next few

years to raise awareness levels and understanding of business excellence.

Number of Votes for Each Awareness Activity to Focus on (Maximum 5 Votes Per

Participant)

Marketing of BE to CEO’s/senior managers/ board of directors 13

Defined strategy/roadmap for raising business excellence awareness in your

country/region

11

Obtaining the assistance of organisations that already use BE to promote BE 9

Promotion of BE via websites 6

Workshops/training in BE 6

Encouraging industry/ membership based associations to promote BE to their

members

6

Encouraging government institutions to promote and use BE 6

Promotion of BE via social media (twitter, face book, linked-in etc) 5

Obtaining the assistance of consultants to promote BE 5

Access to simple-to-understand publications that explain BE and its benefits 5

Presentations from Award winners 5

Conference on BE 4

Encouraging tertiary institutions to promote and teach BE to their students (for

example, MBA students)

4

Having BE Awards at the local level (by city or area of a country) 4

Raising the profile of the national business excellence award 4

Obtaining the assistance of assessors to promote BE 2

Press releases on BE 2

Encouraging schools to promote and teach BE to their pupils 2

Providing free copies of the BE Model and Criteria 1

Marketing of BE to managers/employees 0

Table 2: Areas of focus for BE awareness listed in order of frequency of selection by participants

30

2.3. Do you measure the number of organisations that are aware of business excellence in

your country/region?

Graph 10: Measuring the number of organisations aware of BE

2.4. Please rate below the extent to which, in your opinion, awareness of BE within your

country has changed over the last three years in general.

Graph 11: Change in awareness of BE

0 2 4 6 8 10 12 14 16 18

No Response

No

Yes


0 2 4 6 8 10 12 14

No Response

Decreased Substantially

Decreased slightly

Stayed the same

Increased slightly

Increased substantially

Number of Countries/ Participants

31

2.5. Estimate the percentage of CEO’s/ organisational heads, in each of the following types

of organisations, that would be aware of your BE model/ Framework? You may provide

your best estimate for this question.

Graph 12: Percentage of CEOs aware of BE

0 2 4 6 8 10 12 14 16

No Response

81-100%

61-80%

41-60%

21-40%

11-20%

0-10%

Non-Government/ Not for Profit Organisations Government Organisations

Multination/ International Organisations Businesses (50 or more employees)

SMEs (less than 50 employees)

32

Section 3 – Facilitating Organisations in Using Business Excellence

3.1.1. Based on your experience what degree of impact does each of the listed services have on

assisting organisations in applying BE?

Graph 13: Degree of impact of various BE assistance activities

33

3.1.2. How would you rate your own services in this particular area?

Graph 14: Effectiveness of various BE assistance activities

34

3.1.3. Tick √ the 5 services that you think should be focused on /Improved over the next few

years to help organizations use a business excellence approach.

Number of Votes for Each Facilitation/ Assistance Activity to Focus on (Maximum 5 Votes

Per Participant)

On-line service/database of BE information/publications e.g. showing - best practice

case studies, examples of BE applications, the types of BE assessments that can be

used, benchmarks, descriptions of business improvement tools and techniques.

9

BE self-assessment tools 7

Industry specific BE guides to explain BE in terms relevant to the industry. 5

Networking meetings for CEOs /senior managers of business excellence users 5

Additional models, guides and Awards that stem from BE and focus on specific

topics such as Corporate Responsibility, Knowledge Management, Environmental

Sustainability and Leadership

5

Workshops/seminars on BE 4

BE assessor training courses 4

Opportunities for sharing and leaning from organisations in other countries 4

Certified course of training in BE e.g. diploma or masters degree. 3

Networking meetings for business excellence users 3

BE assessments facilitated by consultants 3

BE Awards at the national level 3

Business Excellence mentoring (e.g. access to BE assessors/experts for advice) 3

Conference on BE 2

Train the trainer courses (for assessors/consultants) 2

Access to Business Excellence consultants for advice and assistance 2

Copies of BE submission documents from Award winners 1

Best/good practice tours 1

On-line social platforms/BE forums/discussions 1

BE certification programs providing recognition at different levels of excellence

(that run outside the normal awards cycle)

1

BE Awards at the local level (by city or area of a country) 0

Benchmarking services and consulting (activities to learn from best practices) 0

Table 32: Areas of focus for BE assistance listed in order of frequency of selection by participants

35

3.2. Do you measure the number of organisations that use a BE approach to manage their

business in your country/region?

Graph 15: Measuring the number of organisations using BE

3.3. Please rate below the extent to which, in your opinion, the use of BE within your country

has changed over the last three years.

Graph 16: Change in use of BE

0 2 4 6 8 10 12 14 16

No Response

No

Yes


0 2 4 6 8 10 12 14

No Response

Decreased Substantially

Decreased slightly

Stayed the same

Increased slightly

Increased substantially

Number of Countries/ Participants

36

3.4. In your opinion, what percentage of organisations in your country in the following types

of organisations uses a BE approach to running their organisation? You may provide your

best estimate for this question.

Graph 17: Percentage of CEOs aware of BE

0 5 10 15 20 25

No Response

81-100%

61-80%

41-60%

21-40%

11-20%

0-10%

Non-Government/ Not for Profit Organisations Government Organisations

Multination/ International Organisations Businesses (50 or more employees)

SMEs (less than 50 employees)

37

Section 4 – Awarding Excellence

4.1. How would you describe the profile /prestige of your country’s BE award?

Graph 18: Profile/ prestige of BE awards

0 1 2 3 4 5 6 7

High profile/ viewed as the country’s premier award

9

8

7

6

Moderate profile/viewed as an average award

4

3

2

1

Low profile/viewed as an insignificant award


38

4.2.1. How would you rate your award processes?

Graph 19: Rating of award processes

39

4.2.2. Tick √ the 5 activities that you think should be focused on /improved over the next few

years.

Number of Votes for Each Award Activity to Focus on (Maximum 5 Votes Per Participant)

Publicity to encourage award applications 12

Feedback report to the applicant – presentation and content 8

Guidelines and assistance provided to potential applicants on submitting an Award

application (to obtain good submissions)

7

Process used by applicants to submit an application report or relevant documents 7

Guidebook to explain the BE model 5

Levels/ categories of recognition 5

Publicity surrounding the Awards 5

Assessor selection process 5

Recognition for assessors for their contribution 4

Opportunities for applicants and assessors to suggest improvements to the Awards

process

4

General management of the Awards process 4

Launch event for the Award 3

Assessor training 3

Support provided to ensure assessor teams follow due process (e.g. additional

mentoring or use of observers)

3

Site visits to Award applicants 3

Consensus meeting /process to discuss and agree on the feedback to give to

applicants

3

Judging panel 3

Eligibility/selection criteria and process to determine which applicants are

considered for an Award (this may involve a short-listing process)

2

Senior assessor training/instructions (e.g. for the leader of an evaluation team) 2

Award ceremony 1

Table 3: Areas of focus for BE awards listed in order of frequency of selection by participants

40

4.3. Do you think that there should be changes to the general process for applying and

assessing organisations for a Business Excellence Award?

Graph 20: Changes required in award process

4.4. How do applicants submit their application?

4.4.1. Do they submit a summary report?

Graph 21: Do applicants submit a summary report

0 1 2 3 4 5 6 7 8 9

No Response

Radical changes

9

Major changes

7

6

Moderate changes

4

3

Minor changes

1

No it should stay as it is


0 5 10 15 20

No

Yes

Number of Applicants

41

4.4.2. Do they submit a detailed report on how the organisation addresses the criteria?

Graph 22: Do applicants submit a detailed report

4.4.3. How is application submitted?

Response Country/ Participant

Online (11)

Hard copy (8)

Both (8)

No response (2) Table 4: How applications are submitted by country/ applicant

0 5 10 15 20 25 30

No

Yes


42

4.5. Assessor/ evaluator related questions.

4.5.1. Is a pre-assessment/ evaluation of award applications undertaken by the BE custodian

before it is handed to an assessment team?

Graph 23: Pre-assessment of award application

4.5.2. Do all applicants receive a site visit?

Graph 24: Applicants site visit

12.4 12.6 12.8 13 13.2 13.4 13.6 13.8 14 14.2

No

Yes


0 2 4 6 8 10 12 14 16 18 20

Yes

No


43

4.5.3. Are assessors/ evaluator paid for their time?

Graph 25: Assessors paid for their time

4.5.4. Are assessors/ evaluators required to pay for the training?

Graph 26: Payment for assessor/ evaluator training

0 2 4 6 8 10 12 14 16 18

No Response

No

Yes


0 2 4 6 8 10 12 14 16 18

No Response

No

Yes


44

4.4.5. Is the training the same for new and returning assessors/ evaluators?

Graph 27: New and returning assessor/ evaluator training

4.5. How confident are you that your assessments/ evaluations are consistent and reliable?

Graph 28: Confidence on consistency and reliability of assessments/ evaluation

0 2 4 6 8 10 12 14 16 18

No Response

No

Yes


0 2 4 6 8 10 12 14 16

No Response

Not Confident at all

Not so Confident

Quite Confident

Very Confident

Extremely Confident


45

4.6. How do you think award applicant organisations rate the value of your awards process in

relation to the time and resource they have invested?

Graph 29: Time and resource based value of award process

4.7. How do you think assessors/ evaluators rate the value of your awards process in relation

to the time and resource they have invested?

Graph 30: Value of award process for assessor/ evaluators

0 2 4 6 8 10 12 14 16 18 20

No Response

Very Poor Value

Poor Value

Average Value

Good Value

Excellent Value


0 2 4 6 8 10 12 14 16 18

No Response

Very Poor Value

Poor Value

Average Value

Good Value

Excellent Value


46

Section 5 – Support for Design and Deployment of Business Excellence

5.1. What is the ownership status of your organisation?

Graph 31: Ownership status of BE custodians

5.2. How satisfied are you with the competence level of your employees to lead BE in your

country?

Graph 32: Satisfaction on employee competence

0 2 4 6 8 10 12 14 16 18

No Response

Public/ Private Partnership

Not for Profit

Private Sector

Public Sector


0 2 4 6 8 10 12 14 16

No Response

Highly Dissatisfied

Dissatisfied

Neutral

Satisfied

Highly Satisfied


47

5.3. How satisfied are you with the number of employees you have supporting BE activities?

Graph 33: Satisfaction on number of employees

5.4. How would you describe the level of support for BE within your country by the following?

Potential Supporters of BE

in the Country

Minor Major No Response

1 2 3 4 5

Consultants (1)

(6)

(11)

(4)

(2)

(5)

Secondary education (12) (5)

(2)

(2)

(1)

(7)

Tertiary education (3) (10)

(7)

(3)

(0) (6)

Business associations (5)

(6)

(7)

(5)

(0) (6)

Chambers of commerce (8) (6)

(2)

(5)

(8)

Trade associations (7)

(6)

(5)

(3)

(8)

Private sector (2)

(5)

(5)

(7)

(3)

(7)

Government (6)

(3)

(4)

(5)

(5)

(6)

Volunteers (4)

(3)

(9)

(4)

(2)

(7)

Table 5: Level of support for BE by country

0 2 4 6 8 10 12

No Response

Highly Dissatisfied

Dissatisfied

Neutral

Satisfied

Highly Satisfied


48

5.5. What is the composition of the board of directors in your organization?

Composition of Board Number of Participants

Funder/Sponsor - Government 11

Funder/Sponsor – Private Sector 10

Past winners 10

Government clients 7

Academia 8

Private sector clients 9

Chamber of commerce 7

International BE model organisations 3

Consultant 5

No board/ Not Applicable 5

Table 6: Composition of board

49

Section 6 – Measuring Business Excellence Model/ Framework Success

6.1.1. Do you use any of the following measures to measure your success as a BE Custodian?

Graph 34: Measures of BE

10.34

10.34

13.79

17.24

20.69

27.59

27.59

41.38

44.83

48.28

55.17

79.31

0.00 10.0020.0030.0040.0050.0060.0070.0080.0090.00

The sales turnover of organisations using businessexcellence in comparison to non-users

The awareness level of business excellence in ourcountry

The profitability of organisations using businessexcellence in comparison to non-users

The productivity of organisations using businessexcellence in comparison to non-users

The number of organisations at a mature level ofbusiness excellence

The level of private sector support to BE activities

The number of individual members we have

The number of organisation using businessexcellence in our country

The level of government support to BE activities

The number of organizational members we have

The revenue of our organisation from BE activities

The participation level in business excellenceawards

%age of custodians using the measure

50

6.1.2. Rank in order of importance the 3 most important measures that you use.

Graph 35: Total score of measures of BE (highest score indicates the most important)

6.2. Do you measure the impact of BE within your country?

Measuring Impact of BE by Country

Yes (7)

No (19)

Table 7: Measuring impact of BE by country

0

2

3

4

4

5

10

12

13

18

23

28

0 5 10 15 20 25 30

The level of private sector support to BE activities

The number of individual members we have

The sales turnover of organisations using businessexcellence in comparison to non-users

The number of organisations at a mature level ofbusiness excellence

The productivity of organisations using businessexcellence in comparison to non-users

The profitability of organisations using businessexcellence in comparison to non-users

The number of organizational members we have

The awareness level of business excellence in ourcountry

The number of organisation using business excellencein our country

The level of government support to BE activities

The revenue of our organisation from BE activities

The participation level in business excellence awards

Total Score

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