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EFQM Model
About EFQM
© EFQM 2019
About EFQM
Execution
Criterion 3: Engaging Stakeholders
Criterion 4: Creating Sustainable Value
Criterion 5: Driving Performance & Transformation
Results
Criterion 6: Stakeholder Perceptions
Criterion 7: Strategic & Operational Performance
4 Glossary
5 Acknowledgements
5.1 Introduction
5.2 EFQM Core Team
5.3 Survey Respondents
5.4 EFQM Vienna Forum Workshop Participants
5.5 C-Suite Interviewees
5.6 Co-Development Testing Organisations
5.7 Translators
5.8 EFQM Office
6 Further Help
EN T | A S SE S SM
OYM ENT
EPL &R
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H IN
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P RO
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PURPOSE, ORGANISATIONAL
AP
T
STRATEGY LEADERSHIP
DIRECTION
STAKEHOLDER
PERCEPTIONS
RESULTS EXECUTION
SSM
CREATING
SUSTAINABLE
SA B
SSE
VALUE
ILI
STRATEGIC &
| A
OPERATIONAL
TY
PERFORMANCE
T
DRIVING
EN
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PERFORMANCE &
YM
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TRANSFORMATION
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APP
www.un.org/sustainabledevelopment/sustainable-development-goals/
EN
PURPOSE, ORGANISATIONAL
AP
T
STRATEGY LEADERSHIP
DIRECTION
T
NT & REF INEMEN
ORGANISATION
ENGAGING
STAKEHOLDERS
RELEVANCE & U
STAKEHOLDER
PERCEPTIONS
RESULTS EXECUTION
E
CREATING SSM
SUSTAINABLE
SA B
SSE
VALUE
ILI
STRATEGIC &
| A
OPERATIONAL
TY
PERFORMANCE
T
DRIVING
EN
| P
PERFORMANCE &
YM
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TRANSFORMATION
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• Recognises that it does not operate in a Central to the rationale of the EFQM Model,
vacuum. It understands that it is part of a the “red thread”, is the connection between
larger, complex ecosystem in which other the Purpose and Strategy of an organisation
players, known and unknown, can help and how that is used to help it Create
or hinder its progress and that it is in its Sustainable Value for its most important
own interest to engage with and maximise *Stakeholders and deliver outstanding
the opportunity to learn and grow from Results.
others within its ecosystem
• Accepts the opportunity to act as a Leader
in its sphere of influence, behaving as an
inspiration to others and demonstrating
what can be achieved for the benefit of
others as well as itself
• Understands that it will face ever-
increasing speeds and volumes of change
and that it must be prepared to anticipate,
address and respond appropriately,
embracing the challenge of managing for
today, and at the same time, forecasting
the future and making sure it is prepared
*A stakeholder is a person, group or organisation that has a direct
for it. or indirect stake or interest in the organisation, its activities and
performance, because it can either affect the organisation or be
affected by it. Examples of external stakeholders include owners
(shareholders), customers, suppliers, partners, government
agencies and representatives of the community or the wider
society. Examples for internal stakeholders are people or groups of
people. An outstanding organisation considers the needs, demands,
requests and expectations of the stakeholders in its ecosystem,
balances them, and evaluates its performance in relation to its
most important stakeholders, its “Key Stakeholders”.
DIRECTION
Positioning statement
For an organisation to achieve and sustain
outstanding results that meet or exceed the
expectations of its stakeholders it:
EN
PURPOSE, ORGANISATIONAL
AP
T
STRATEGY LEADERSHIP
DIRECTION
ORGANISATION
11 The EFQM Model
2 The EFQM Model
DIRECTION continued
EXECUTION
SSM
CREATING
SUSTAINABLE
SSE
VALUE
| A
T
DRIVING
EN
PERFORMANCE & YM
TRANSFORMATION
L
O
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ACH
AP P RO
3.1 C
ustomers: Build Sustainable Relationships
3.2 P
eople: Attract, Engage, Develop & Retain
3.3 B
usiness & Governing Stakeholders – Secure
& Sustain Ongoing Support
3.4 S
ociety: Contribute to Development,
Well-Being & Prosperity
3.5 P
artners & Suppliers: Build Relationships &
Ensure Support for Creating Sustainable Value
4.1 D
esign the Value & How it is Created
4.2 C
ommunicate & Sell the Value
4.3 Deliver the Value
4.4 Define & Implement the Overall Experience
RESULTS
Positioning statement
What the organisation has achieved in relation
to what has been described in the Direction &
Execution sections, including the forecast for the
future. In practice we find that an outstanding
organisation provides results data for:
• Stakeholder Perceptions
• Creating Sustainable Value
• Driving Performance & Transformation
STAKEHOLDER
PERCEPTIONS
RESULTS
SA B
ILI
STRATEGIC &
OPERATIONAL
TY
PERFORMANCE
| P
ER
O
RM
F
AN
CE
NTED EVAL
E UNDE UATE
P L EM RST D &
IM ASSESS OO
ME NT ME D
LOY NT L
P I
DE &
RE
E A P RO M E N
M IN E
D
RN V E
H
UN
F
C
&
SO
OA
PR
AP
T N
L E A RR OV E
ME
N&
E
S M EN T & REFIN
R E L EO P E &
RE
IMP
SC
L
ORGANISATION
E
VA N C E
VA N C E & U SA
U N A LUAT E D &
TO O D
DERS
SES
U SAATA
BIL
AS
EV
D
BL
ITY
T
E
EN
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D
P
RE FO R Y
LE TE
L OE
T A
RG N D MA EP
T
NC D E M IB
ET S E A P P R OAC H PL X
S CO IM FLE
F U M PA R I S O N S SOUND
TUR
E FOCUS ALIGNED
RADAR is the acronym that EFQM uses to An individual or a team can use the RADAR
describe the logic behind the diagnostic tool logic at the Attribute level, in conjunction
it has developed to help any organisation: with the EFQM Model:
• Better manage its current way of working • To help identify where an organisation’s
• Diagnose its current strengths and current strengths and opportunities for
opportunities for improvement. improvement exist
• To help an organisation describe its future
At its highest level, the RADAR logic states in terms of the desired results and the
that an organisation needs to: necessary actions that need to be taken
• Determine the Results it is aiming to to achieve those desired results.
achieve as part of its strategy
• Have in place a number of Approaches that
will deliver the required results, both now
and in the future
• Deploy these approaches appropriately
• Assess and Refine the deployed
approaches to learn and improve.
The RADAR Results table shown below is User(s) of the RADAR logic should apply
used to support the analysis of Criterion 6 the Attributes described in the chart below
(Stakeholder Perceptions) and Criterion 7 to the evidence presented. Typically, this
(Strategic & Operational Performance). evidence will be data sets that show Strategic
and Operational performance, presented
in response to the titles of each Results
Criterion. The descriptions associated
with each Attribute provide guidance on
what the organisation should be looking to
demonstrate.
EFQM and its National Partners run Organisations applying for recognition
programmes that recognise those when assessed against the EFQM Model are
organisations who, when assessed against scored out of 1000 points. The 1000 points
the criteria of the EFQM Model, can are divided across the seven criteria
demonstrate outstanding, sustainable as illustrated in the graphic below.
performance.
T | A S SE S SM
YMEN ENT
E PLO &R
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IN
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P PURPOSE, ORGANISATIONAL
EN
VISION & CULTURE &
AP
T
STRATEGY LEADERSHIP
100
POINTS
100
POINTS
DIRECTION
ENT & REF INEMENT
ORGANISATION ENGAGING
STAKEHOLDERS
RELEVANCE & U
100
STAKEHOLDER
PERCEPTIONS RESULTS EXECUTION POINTS
200
POINTS
CREATING
SSM
SUSTAINABLE
VALUE
SA B
SSE
STRATEGIC &
200
ILI
OPERATIONAL
| A
PERFORMANCE POINTS
TY
DRIVING
200
T
PERFORMANCE &
EN
| P
POINTS TRANSFORMATION
YM
ER
O
RM 100 PL
F
AN POINTS E
CE | D
H
AC
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APP
Agile: The organisation’s ability to change direction/focus in Customer: The recipient of the products and/or services
response to an emerging opportunity or threat in a timely way. provided by the organisation. The Customer is one of the Key
Stakeholders, in many cases the primary Key Stakeholder, for
Approach: The overall way by which something is made to whom the organisation aspires to Create Sustainable Value.
happen; an approach comprises processes and structured
actions within a framework of principles and policies. Disruptive Thinking: Breaking free from the confines of
routine thinking, getting a new, larger, different perspective,
Benchmarking: A systematic comparison of approaches with seeing things from another angle or in another light.
other relevant organisations that gains insights that will help
the organisation to take action to improve its performance. Diversity & Inclusion: The extent to which the people
within the organisation recognise, appreciate and utilise,
Business Model: The elements of the business that create the characteristics that make individuals unique Diversity &
and deliver value; these elements normally include the value Inclusion can relate to age, beliefs, class, ethnicity, physical
proposition, the customer segments and their associated abilities, race, religion & sexual orientation.
relationships, the channels used to take products, services and
solutions to market, the revenue & cost streams, partners, and Ecosystem: A fundamental principle of an ecosystem is
the critical resources and processes of the organisation. interdependence, i.e. something that happens in one part of
the system may affect other parts within the system. In the
Circular Economy: A circular economy is a regenerative context of an organisation there are many factors external to
approach, in contrast to the traditional linear economy, which it that affect how it operates, but over which it has no control.
has a ‘take, make, dispose’ model of production. It is an economic These can include government policy, the economic and societal
system which can be achieved through long-lasting design, make-up within its region and neighbourhoods, the prevailing
maintenance, repair, reuse, remanufacturing, refurbishing, and religious and cultural expectations of its communities, demands
recycling http://ec.europa.eu/environment/circular-economy/ for sustainability and available financing.
index_en.htm
Empowerment: The process by which individuals or teams
Community: The term community typically refers to the are granted power, operate with a degree of autonomy in their
various individuals, groups and institutions that have a vested actions, are able to take decision making responsibilities and
interest in the welfare and success of the organisation, its have access to resources and control over their own lives. In
associated neighbourhoods and the impact that it may have doing so, they gain the ability to achieve their highest personal
on its ecosystem. and collective aspirations and goals. When an individual is
empowered, he/she has a greater sense of motivation and
Comparisons: Data used to compare the performance of one self-confidence.
organisation or process with another.
Ethical Behaviour: Ethics are well founded standards in a
Competence: The ability or skill to do something efficiently culture that make a person’s actions right or wrong. They
and effectively. influence behaviour and help an individual to make the right
choices and act responsibly.
Creativity: The ability to move away from current rules,
methods and relationships to generate ideas for new or Forecast: The ability to predict or calculate what will happen or
improved processes, products, services, solutions, systems be needed in the future as a result of the study and analysis of
or social interactions. available, relevant data.
Culture: The specific collection of values and norms that Gender Balance: Within the context of an organisation, it
are shared by people and groups within an organisation relates to women having the same opportunities as men
that influence, over time, the way they behave with each to progress their careers, including increasing women’s
other and with Key Stakeholders outside the organisation. representation in decision-making bodies.
First and foremost, on the roll call of recognition for the delivery
of this most recent version of the EFQM Model is the Core 5.5 C-Suite Interviewees
Team, created by EFQM to help it drive the development
process. EFQM wishes to acknowledge the efforts that each The fourth group that EFQM wishes to acknowledge, and
and every member of the Core Team made over the duration offer thanks to, are the C-Suite individuals who agreed to
of this project. Their professional attitude and approach to be interviewed by Core Team members, responding to the
the challenge they were presented with was exemplary and question “As a C-Suite Executive: What keeps you awake at
their efforts and commitment to help the Foundation produce night?” Not all interviewees wished to be recognised by name
the best possible, next generation EFQM Model is highly in any subsequent EFQM articles or publications, so we have
appreciated. restricted ourselves to listing the different industry sectors that
engaged in this step in the process:
Dr. Andreas SCHMIDT: SSB Consult: Germany • Automotive
Carola MENZER: T-Systems Multi Media Solutions: Germany • Aviation
Diane DIBLEY: British Quality Foundation: UK • Circular Economy
Ehrtfried BAEUMEL: • Confectionary, Food & Beverage
Robert Bosch GmbH, Plant Bamberg: Germany • Consulting
Gail TUTCHER: British Quality Foundation: UK • E-commerce
Professor Hadi El TIGANI: • Education
Dubai Electricity & Water Authority: UAE • Electronics & Semiconductors: Technology: Information,
Hakan KILITÇIOĞLU: ARGE Consulting: Turkey Communications, Technology (ICT)
Ignacio BABÉ: CLUB EXCELENCIA EN GESTIÓN: Spain • Energy
Johann SAUERMANN: Quality Austria: Austria • Financial Services
Matt BYROM: Siemens: UK • Healthcare: Public & Private
Peter BROWNING: Signify: The Netherlands • Industrial Automation
Rebecca KELLY: West Lothian Council: Scotland • Manufacturing
Sabine KERN: Vamed: Austria • Not for Profit
Stéphane VERDOUX: Strateis: France • Online Business
Susana FÁBREGAS: CLUB EXCELENCIA EN GESTIÓN: Spain • Pharmaceuticals
Dr. Thomas BÄUERLE: SSB Consult: Germany • Public Sector
Professor Vittorio CESAROTTI: • Steel
University of Rome Tor Vergata: Italy • Trade Union
• Transport
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