CII-EXIM Bank Award for

Business Excellence Model

 ORGANISATIONAL COMPETITIVENESS

100% 100%
World
Class
Won’t go the
distance
Contenders

Makeweights
50%

Promising
E C NA MR OF RE P

Punch-bags

50% 60% 100%

PRACTICE
TRANSFORMATIONAL CHANGE PROCESS

System &
Strategy Activities Results
Process

Fix Problems
(Conformance)
Redesign Process

Improve Quality of Thinking and Interactions

ISO 9000 focuses mainly on Activities and results, whereas the excellence

model starts with Strategy Level.

DIFFERENT EXCELLENCE MODELS

The Malcolm Baldridge Quality Model.

The Deming Model.

European Foundation Quality Model.

 European Foundation For
Quality Management (EFQM)

EFQM Formed in 1988

Launch of EFQM award in 1991

CII adopts the model in 1994

Award instituted in collaboration with EXIM

bank in 1995
 EFQM Excellence Model

Enablers Results

People People Results

3 7
Key
Leadership Performance
Policy & Processes
Strategy 2 Customer Results
Results 6
1 Partnerships
5 9
and Resources Society Results
4 8

INNOVATION AND LEARNING

The ENABLERS criteria are concerned with how results are being achieved.

The RESULTS criteria are concerned with what the organisation has achieved

and is achieving. 
 ASSESSMENT

Nine boxes in the model correspond to the criteria, which are

used to assess an organization’s progress towards excellence.

Assessment done on a scale from 0 to 1000 points.

For a meaningful assessment, a relative value is described to

the nine criteria within the model.

Enablers and Results are each valued at 500 points.

 Scoring Matrix

People People Results

9% 9%
3 7
Leadership Key
10% Performance
Policy & Strategy Processes Customer Results
Results
8%
2 14% 20%
6 15%

1 5 9
Partnership and Society Results
Resources 6%
9% 4 8

Figures in the model show the max. number of

points that may be given to each criteria in the

equivalent %age.
 Model Contents Structure
• The model’s 9 boxes, represent the criteria against which to
assess an organization’s progress towards excellence. Each
of the nine criteria has a definition, which explains the high
level meaning of that criterion.

• To develop the high level meaning further each criterion is

supported by a number of sub-criteria. Sub-criteria pose a
number of questions that should be considered in the course
of an assessment.
 Scores attributed to criterion parts

• Each criterion part is accorded equal weight by the assessors.

• Thus criterion part 1a attracts a ¼ of the points, allocated to

Criterion1, because criterion 1 has 4 sub criteria.

• Similarly criterion

– 2 has 5, - 6 has 2,

– 3 has 5, - 7 has 2,

– 4 has 5, - 8 has 2 and

– 5 has 5, - 9 has 2 sub criteria.

 But there are three exceptions:

6a takes 75% of the points allocated to Criterion 6

6b takes 25% of the points allocated to Criterion 6
 
7a takes 75% of the points allocated to Criterion 7
7b takes 25% of the points allocated to Criterion 7
 
8a takes 25% of the points allocated to Criterion 8
8b takes 75% of the points allocated to Criterion 8
 Enablers Criteria Information

How the organisation approaches each criterion.

The extent to which the approach has been

deployed-vertically through all level of the

organisation, and horizontally through all areas and

activities in a systematic way.

How the approaches and their deployment are subjected

to regular measurement, learning activities are

undertaken, and the output from both are used to

identify, priorities, plan and implement improvement.

The words Approach, Deployment, and Assessment and

Review are defined in the RADAR Logic.

 Results Criteria Information

What the organisation is achieving w.r.t. each criterion.

Each parameter trends of data over three years or more -

-    Organization’s actual performance
-    Organization’s own targets

Wherever possible
  - The performance of competitors
- The performance of “best in class” organisation

For each of the Results criteria evidence is required of the

relative importance of the parameters used to measure the
Results criteria.
 The RADAR Logic

RADAR – At the heart of the model

Results

Approach

Deployment

Assessment

Review
This logic states that an organisation needs to:

Determine the Results it is aiming for as part of its policy and

strategy making process. These results cover the performance
of the organisation, both financially and operationally, and the
perceptions of its stakeholders.

Plan and develop an integrated set of sound Approaches to

deliver the required results both now and in the future.

Deploy the approaches in a systematic way to ensure full

implementation.

Assess and Review the approaches followed based on

monitoring and analysis of the results achieved and ongoing
learning activities. Finally identify, priorities, plan and
implement improvements where needed.
 Leadership

Leaders are involved in –

• Development of mission and values and are role models of

a culture of Excellence.

• Ensuring the organisation’s management system is

developed, implemented.

• customers, partners and representatives of society.

• motivation, and recognizing the organization’s people.

 Policy and Strategy

Policy and strategy are

• Based on the present and future needs of stakeholders

• Based on information from performance measurement, research

learning and creativity related activities

• Developed, reviewed, updated

• Deployed through a framework of key processes

• Communicated and implemented

 People

• People resources are planned, managed and improved

• People’s knowledge and competencies are identified,

developed and sustained

• People are involved and empowered

• People and the organisation have a dialogue

• People are rewarded, recognized and cared for

 Partnerships and Resources

• External partnership are managed

• Finances are managed

• Buildings, equipment and materials are managed

• Technology is managed

• Information and knowledge are managed

 Processes

• Processes are systematically designed and managed

• Products and Services are designed and developed based

on customer needs and expectations

• Products and Services are produced, delivered and

serviced

• Customer relationships are managed and enhanced

 Customer Results
People Results
Society Results
Key Performance Results

• Perception Measures

• Performance Indicators