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Challenges What Is Baldrige? Baldrige Criteria in 2011 Baldrige Recipients’ Results Tomorrow Morning. Harry S. Hertz | March 16, 2011. Baldrige: A Process that Delivers Result s. Baldrige Performance Excellence Program | www.nist.gov/baldrige. Master Text Style Master Text Style

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harry s hertz march 16 2011

Challenges

  • What Is Baldrige?
  • Baldrige Criteria in 2011
  • Baldrige Recipients’ Results
  • Tomorrow Morning

Harry S. Hertz | March 16, 2011

Baldrige: A Process that

Delivers Results

Baldrige Performance Excellence Program | www.nist.gov/baldrige

slide2

Master Text Style

  • Master Text Style
  • Master Text Style
capitalizing on complexity
Capitalizing on Complexity
  • IBM 2010 Global CEO Study
  • More Than 1500 CEOs
    • - Face-to-Face Interviews
    • - 60 Countries
    • - 33 Industries
capitalizing on complexity4
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

what is the baldrige program
What is the Baldrige Program?
  • Operates as a unique public-private partnership
  • Educates on organizational performance management and excellence
  • Manages the Malcolm Baldrige National Quality Award

Baldrige is Performance Excellence: Organizations Achieve and the U.S. Succeeds

program history
Program History

The Malcolm Baldrige National Quality Improvement Act of 1987, Public Law 100-107

  • Created Award Program to
    • identify/recognize role-model businesses
    • establish criteria for evaluating improvement efforts
    • disseminate/share best practices
  • Expanded to health care and education (1998)
  • Expanded to nonprofit sector (2005)
what are the criteria
What Are the Criteria?
  • A set of expectations or requirements
  • A structured approach to performance improvement
  • A framework for a systems view of performance management
slide10

Basic Goals of the Criteria

To help organizations enhance their performance by focusing on processes and results for

  • delivery of ever-improving value to customers and stakeholders, contributing to organizational sustainability
  • improvement of overall organizational effectiveness and capabilities
  • organizational and personal learning
slide11

Criteria—Key Characteristics

  • Focus on results
  • Are nonprescriptive and adaptable
  • Support a systems perspective
  • Support goal-based diagnosis
criteria evolution
Criteria Evolution

The Leading Edge of Validated

Management Practice

2011 12 criteria changes
2011-12 Criteria Changes
  • New Concepts: Social Media for Voice of the Customer and Intelligent Risk
  • Performance Projections as a Strategic Concept
  • Results for Product/Service and Process Effectiveness Outcomes Combined
intelligent risk
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

intelligent risk15
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.

slide16

Summary

  • Work must be aligned to strategy (goals)
    • Metrics must be meaningful
  • Integration can be fun
    • Learn, share, innovate
  • Don’t give up
  • Just do it
slide17

What We Have Learned

Measure Business Impact

Financial Performance ResultsCumulative EAT vs. budget

for more information

2011

For More Information
  • Criteria booklets
  • Self-assessment tools based on the Criteria
  • Award recipient videos and profiles
  • Case studies
  • Baldrige community

www.nist.gov/baldrige

baldrige@nist.gov

(301) 975-2036

Baldrige Performance Excellence Program | www.nist.gov/baldrige