Do you have skeptics in your organisation regarding the value of Business Excellence?

Are you trying to sustain Business Excellence in the face of changes in leadership at the top?

Are you having trouble proving that Business Excellence works for you?

How do we sustain Business Excellence in the longer term? How to we make it gain a life of its own without continual questioning of its value to us?

A. Aim

This proposal is to help Contributor organisations learn Best Practices regarding the following Key Questions:

How do leading organisations know that they achieve sustainable KPI results from implementing Business Excellence?

How do leading organisations know that Business Excellence Works?

B. Scope – Out of the Box best practices to answer the above questions.

C. Problem Solving – what are the new technologies, new ‘out of the box’ thinking and best practice methods that relate Business Excellence Frameworks to actual business outcomes for the organisation’s stakeholders? Some key questions to be answered:

1. How do leading organisations integrate and use Business Excellence to drive and enable their business KPI results and their strategic plan?
2. Why are most of the blue chip top 200 not directly involved with the business excellence movement? How do they enable sustainable outcomes and results?
3. Why have some previous Award winners moved away from Business Excellence Awards? What are they doing now?
4. What’s best in the private sector, public sector and for those between the public and private sectors, and not-for-profits?
5. How are some organisations able to sustain commitment to business excellence even with a change of leadership and while they are undergoing great changes, while others can quickly lose the motivation for excellence?
6. How do you ‘turn the heads’ of senior management regarding the business excellence benefit when they often see “columns of smoke” – can’t grab hold of the value of business excellence – how do we focus on “what keeps them awake at night” and show how this stuff works?
7. Where would we look for innovations and pushing of the envelope – what are analogous frameworks, systems and methods that will work eg social networks. Consider the Y-Gen and next Gen. Adaptation not adoption.
8. Your key questions??

Looking also beyond best practices, societal cultures, generational and country archetypes, as well as Business Excellence Award Winners across the Globe in addition to those organisations who choose not to submit for Awards yet have systems to drive and enable excellent results - outside the traditional Business Excellence community paradigms. Investigating not only the approach, but deployment, measurement and continuous improvement too.

D. Sources of Best Practices:

1. Various organisations and various countries
2. Business Excellence and Results Benchmarking in Australia, Fiji, USA and across 20 Asian Countries (Maturity Framework benchmarks, connection of people, knowledge and ideas)
3. Customer Centricity Best Practices Compendium
4. Corporate Services Best Practice Compendium
5. Leadership Development Framework Best Practice Compendium
6. Internal experience with a range of best practice organisations
7. Innovation benchmarking networks in Fiji, Australia and across 20 Asian countries
8. Knowledge Management Benchmarking in Australia and various KM conferences
9. Best Practice reports from North America
10. Winners of various Business Excellence Awards in various countries
11. Various People Management Benchmarking networks in Australia and across 20 Asian countries
12. Feedback from top private and public sector organisations
13. Risk Management compilation of Best Practices

E. Benchmarking Process

1. ‘Whet the appetite’ initial research report – made available to organisations expressing interest – August 2008
2. Seek engagement from a range of Contributors –August 2008
3. Ask Global Benchmarking Members (GBN) and Peak Bodies across over 30 countries to participate – September 2008
4. Desk only research Compendium of Best Practices– studies, innovations and knowledge and outcomes sustained to date – November 2008
5. Report for Contributors and participating GBN Members and Peak Bodies – January 2009
6. Design data collection tools – February 2009
7. Seek details of best practices from selected organisations (selected by Contributors) –  March/April 2009
8. Compendium Report of Detailed Best Practices (What they do, How they do it, How well they do it, How they Know How Well they do it and What they plan to do next) including tools and templates used -  for Contributors and participating GBN Members and Peak Bodies – May 2009
9. Teams from Contributors have option to visit best practices (separately funded) – July 2009
10. Benchmarking Partnerships prepare report for publication and publish it (needs to be approved by Contributors and participating organisations and will be at least 6 months after Step 8 above) – late 2009

F. Investment Proposal (see above Benchmarking Process)

Steps 1 to 5 above: - $9,500 AUD for Benchmarking Partnerships to actively promote a global consortium based project and do initial desk research. Divided amongst up to 5 contributors – minimum $2,500 AUD per contributor.

Steps 6 to 8 - $14,500 AUD for seek and prepare detailed report of Best Practices from organisations selected by the Contributors (What they do, How they do it, How well they do it, How they Know How Well they do it and What they plan to do next) including tools and templates used - Divided amongst up to 5 contributors – minimum $3,500 AUD per contributor.

Step 9 – to be separately costed as required

Step 10 – Benchmarking Partnerships own cost

We trust our outline proposal meets your needs and we look forward to your expression of interest and to working with you.

Expression of Interest Form

CONTRIBUTORS - GETTING KPI RESULTS FROM BUSINESS EXCELLENCE BENCHMARKING

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