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Radarise your business for Success

ISBN 905236-6330

Radarise your business for Success

Brussels Representative Office

Avenue des Pliades, 15
1200 Brussels, Belgium
Tel.: +32 2 775 35 11
Fax: +32 2 775 35 35
http: //www.efqm.org
e-mail: info@efqm.org

Integrated Sustainable Excellence and Performance Management

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RADARISE YOUR BUSINESS

FOR SUCCESS

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RADARISE YOUR BUSINESS FOR SUCCESS

About EFQM
EFQM is in business to help organisations excel. Our mission is to be the driving force for Sustainable Excellence.
Our network of 700 members supports our mission and contributes to the intellectual knowledge that serves the
business community at large, such as this publication. EFQM members are globally-minded, excellence-driven
organisations in all sizes and industries throughout Europe and beyond.

About the author

Florent A. MEYER
Florent Meyer has a doctorate in economics and a post graduate diploma in information technologies and social
sciences. His subsequent broad scope of experience within many diverse sectors has channelled his interest in
holistic integrated frames of management.
He has led more than ten organisations towards TQM, deployed the EFQM Excellence Model and introduced the
ISO9001, ISO14001, SA8000 and OHSAS18001 norms. Some of these organisations became showcases for
sustainable excellence and performance management.
Today he works as a consultant in breakthrough and innovation projects and promotes sustainable excellence and
performance management on a global basis.
florent.meyer@wanadoo.fr.

2005 EFQM
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means
(be this electronically, mechanically, through photocopy or recording, or otherwise) without either the prior written permission
of, or a licence permitting restricted copying and use for a third party, from the publisher.

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To all my colleagues and coworkers for their outstanding cooperation,

To all my Business Excellence comrades for sharing the same passion,
To all my friends for their advice, help and support with much emotion,
And, last but not least, to all my enemies for their precious stimulation.

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CONTENTS
Preface
Introduction ................................................................................................................................................................................................................................................7
UNDERSTANDING WHATS GOING ON

10

There is a way from quality to sustainable excellence.................................................................................................................................................11

But on this way are sown traps and obstacles.................................................................................................................................................................14
There are thousands of management methods and technical tools ...................................................................................................................15
But why do only consultants earn money with them?..................................................................................................................................................16
The unfinished loops..........................................................................................................................................................................................................................17
From EFQMs Radar assessment logic...................................................................................................................................................................................18
To a proactive unfolded Radar management logic.........................................................................................................................................................19
Continuous improvement and permanent innovation...................................................................................................................................................20
GENERALISING THE RADAR MANAGEMENT LOGIC

21

Radarise your customers ................................................................................................................................................................................................................23

Radarise your partnerships ...........................................................................................................................................................................................................33
Radarise your people as a stakeholder group...................................................................................................................................................................43
Radarise your society stakeholders...........................................................................................................................................................................................53
Radarise your stockholders............................................................................................................................................................................................................60
Radarise your leadership ................................................................................................................................................................................................................66
Radarise your strategy development process.....................................................................................................................................................................82
Radarise your human resources.................................................................................................................................................................................................99
Radarise your other resources..................................................................................................................................................................................................110
Radarise your intangible assets ...............................................................................................................................................................................................125
Radarise your product innovation...........................................................................................................................................................................................134
Radarise your business model breakthroughs.................................................................................................................................................................144
Radarise your processes ..............................................................................................................................................................................................................153
Radarise your permanent improvement process..........................................................................................................................................................162
Radarise your community or society related activities...............................................................................................................................................175
Radarise your customer communication............................................................................................................................................................................182
Radarise your internal communication................................................................................................................................................................................191
Radarise your by clients shared processes.......................................................................................................................................................................197
Radarise your risks ..........................................................................................................................................................................................................................203
Radarise your decision-making ................................................................................................................................................................................................212
Radarise your radarising ..............................................................................................................................................................................................................222
Radar loops systemic integration............................................................................................................................................................................................227

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RADARISE YOUR BUSINESS FOR SUCCESS

USING AN EXCELLENCE FRAMEWORK

231

Japanese Deming Framework ..................................................................................................................................................................................................233

Canadian Business Excellence Framework ......................................................................................................................................................................239
US Malcolm Baldrige Framework ..........................................................................................................................................................................................242
Australian Business Excellence Framework......................................................................................................................................................................246
EFQM Excellence Framework..................................................................................................................................................................................................249
Brazilian Excellence Framework .............................................................................................................................................................................................252
Japan Quality Award Framework ............................................................................................................................................................................................256
South African Excellence Framework ...................................................................................................................................................................................258
Systemic approaches for achieving sustainable excellence.....................................................................................................................................261
Corporate outstanding results generators..........................................................................................................................................................................263
MAKING THE DIFFERENCE

265

Boost your passion and lan and your teams ones ...................................................................................................................................................267
Renew the culture of your organisation..............................................................................................................................................................................269
Deal with your and your teams talents and weaknesses.......................................................................................................................................272
Conclusion

274

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Preface
Executing strategy and improving an organisations performance are hot topics in management today. In fact, we are getting
overwhelmed with new management frameworks and tools, provided by business school professors, consultants, and other
professionals. Unfortunately, many of those tools tackle the performance challenge in a too fragmented way. What is even
more important: many of these frameworks only work if a number of implicit assumptions are met. Strategies are clear and
provide a clear answer to the challenges within the competitive environment.All employees have the freedom to share ideas
about the future of the organisation. Performance measures guide organisations from one success to the other. But
managers should first ask: Do we really have a clear and relevant strategy? Does our organisation structure really allow
bottom-up initiatives? And do we really know what strategic performance measures are?
This book does provide you with a management framework, yes indeed, but it is different in many perspectives.The first
and maybe most important difference with traditional performance management books is that this book is written by a
practitioner, by a manager who has been struggling with many performance management frameworks in practice. I have
been in touch with the company and the author several times, and the way this organisation operates and is run is really
impressive. As are the results the company has achieved over the last years.
This book is different because it integrates many frameworks into a logical and consistent whole. This is exceptional in the
management world. Many authors proclaim to have written and developed an integrated framework. The framework
presented here is one of the few exceptions. I personally find it the most integrated and exhaustive framework Ive seen so
far.
The book does not only provide you with a general framework, but it offers you a lot of material that is helpful to start the
RADAR approach yourself. In fact, this book is more some kind of a guide that helps you to make the best of your journey
to a foreign country, rather than a traditional management book. In this particular case, the author brings a summary of
the must-do in RADAR-land, complemented with a personal impression about the challenges associated with the various
steps in the journey. The concreteness of the book is striking, and certainly adds to its value. The honesty of the author is
the other striking feature. We hear as much about what works, as what doesnt work. And that is again what makes this
book so different and special.

Prof. Dr. Kurt Verweire

CC Entrepreneurship, Governance & Strategy
Vlerick Leuven Gent Management School
Ghent, October 14, 2004

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RADARISE YOUR BUSINESS FOR SUCCESS

Introduction
Sustainable excellence is a question of life or death for your organisation.
You know that and every leader knows that, but
How to drive performance? How to find your dens in the Babylon of the management and leadership approaches
theories and gurus recommendations? What does your organisation need to pay attention to in order to be
successful? How to deploy integrated performance management?
How to invite all your coworkers to one of the most enthralling challenges you ever proposed to them?
How to tackle the performance problem of your organisation when so many quality journeys go wrong and when
so many recommendations and bits of advice remain dead letter?
How to bring not only your best leaders to dare make breakthroughs but your entire workforce to really want to
win the new bets?
Believe me: complicated things do not work. I invite you to simply leave all the academic and dogmatic stuff and come
back to simplicity and proximity with your coworkers. Adopt the Radar loop with them and not you but they will
make miracles.

The Radar loop

RADAR (Results, Approach, Deployment, Assessment, and Review) is a magic loop, a wonderful tool for improving
your practices and the results of your company. It will perform all that you want it to perform if you believe in it.The
more youll believe in it, the more it will work. The more you will involve all your staff in it, the more you will
strengthen your business.The more you will invest in it, the more you will get out of it. Believe in its use is the only
thing that you have to do.

REVIEW

RESULTS

ASSESSMENT

APPROACH

DEPLOYMENT