EFQM Excellence Model

Regardless of sector, size, structure or maturity, to be successful, organisations need to establish an appropriate management system. The EFQM Excellence Model is a practical tool to help organisations do this by measuring where they are on the path to Excellence; helping them understand the gaps; and then stimulating solutions.

Over the years a number of research studies have investigated the correlation between the adoption of holistic Models, such as the EFQM Excellence Model, and improved organisational results. The majority of such studies show a positive linkage. One of the most comprehensive of these was carried out by Dr. Vinod Singhal of the Georgia Institute of Technology and Dr. Kevin Hendricks of the College of William and Mary.

The Model is key in four ways:

1. As a framework which organisations can use to help them develop their vision and goals for the future in a tangible, measurable way
2. As a framework which organisations can use to help them identify and understand the systemic nature of their business, the key linkages and cause and effect relationships.
3. As the basis for the European Quality Award, a process which allows Europe to recognise its most successful organisations and promote them as role models of Excellence for others to learn from.
4. As a diagnostic tool for assessing the current health of the organisation. Through this process an organisation is better able to balance its priorities, allocate resources and generate realistic business plans.

This fourth, diagnostic use, is also known as self-assessment.

Self-assessment has wide applicability to organisations large and small, in the public as well as the private sectors. Increasingly organisations are using outputs from self-assessment as part of their business planning process and use the Model as a basis for operational and project review.

The EFQM Excellence Model is a non-prescriptive framework based on nine criteria. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an organisation achieves. 'Results' are caused by 'Enablers' and feedback from 'Results' help to improve 'Enablers'.

The Model, which recognises there are many approaches to achieving sustainable excellence in all aspects of performance, is based on the premise that excellent results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People Partnerships and Resources, and Processes.