Transcript European Foundation for Quality Management

European Foundation for
Quality Management
2003 RESULTS
•
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as per 31/08/03
Levels of Excellence
• No R4E applications
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24
26
• No C2E applications 109
46
Excellence One acceptance
• No Users
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Version: 1
as per 31/08/02
2860
2331
• No paying delegates 920
741
Forum Audience
Author: de Dommartin EFQM
Date:08 10 03
2003 RESULTS
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Membership
as per 31/08/03
•
• Revenue (kEur)

as per 31/08/02
+1 708
+1 659
• No New members
63
49
• No A members
12
3
+138
- 212
Financial Results
• P&L (kEur)
• Cash Level (kEur)
+1 051
+777
not including the major impacts of Cisco (625 kUSD) &
EC projects (280 kEur)
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
EFQM INITIATIVES IN
PROGRESS
EFQM INITIATIVES IN PROGRESS
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Funding for EC projects:
• NETSIO
• EC ICT Quality Policy Assessment
• Corporate Social Responsibility
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288k
54k
54k
EFQM Globalization:
• MOU and Parnerships formed
• Arab ‘sister’ organisation Dubai
• Developing EFQM’s global strategy
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EFQM Local Government Prize
supported by CISCO
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EU Public Sector Advisors Club
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Author: de Dommartin EFQM
Date:08 10 03
EC-EFQM co-operation
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Start an EC project (NETSIO) in co-operation
with ESI and NPOs (Eur 280 000)
Develop the EFQM framework for CSR
endorsed by EC (from Jan 2003 to Feb 2004)
Organise an EC-EFQM conference on CSR in
Brussels on October 31st (Eur 54 000)
Assess ICT-EC Quality Policy with involvement
of Directorate Generals (Eur 51 000)
Investigate an EC project about SD 21000 &
EFQM framework for CSR (Eur 450 000) with
AFNOR & NPOs (to be submitted in Mar 2004)
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Author: de Dommartin EFQM
Date:08 10 03
EFQM Globalization
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MOU to be signed with United Nations Global
Compact on October 21st
EFQM participation to the Leader Forum of
Global Compact on June 24th 2003 in New York
(700 CEOs invited by Kofi Anam)
Partnerships established with:
• World Business Council for Sustainable
Development
• Social Accountability International (workers’ rights
in developing countries)
• CSR Europe
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Author: de Dommartin EFQM
Date:08 10 03
EFQM Local Government Prize
supported by CISCO
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Promoting Europe-wide a Local Government
Recognition Scheme based on the LoE scheme
with future integration at European level &
national level.
Promotion through CISCO country managers
and NPOs in UK, France, Germany, Austria,
Benelux, Italy, Finland, Poland, Spain, Greece,
Ukraine, Denmark, UAE and Denmark
Resources raised by Cisco the founder sponsor
and other sponsors- CISCO Eco Systems
Partners- (USD 625 000/Y)
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
EFQM GLOBALIZATION UNDER
WAY
 Supporting the creation of an EFQM sister
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Foundation EFQM by Arab Management
Council (MENA) with a hub in Dubai
Gathering key global players in the WEC
(World-Excellence Council) next to GEM to
steer EFQM globalization
• Confederation of Indian Industry
• Fundibeq in Latin-America
• Russia
• Arab Foundation
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Author: de Dommartin EFQM
Date:08 10 03
ADVISORY COUNCIL
ADVISORY COUNCIL
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Purpose
• A complement to the board structure
• Non-binding recommendations
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Objectives
• help EFQM capitalising on the best
management thinking
• help EFQM expand its networking
capabilities
• enhance the EFQM reputation (think tank)
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Advisory Council Process
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Meeting frequency
• once a year
• separately from main EFQM events
• prepared by one-to-one contacts &
ViCOPs
• preceded & followed by reports largely
publicised
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Timetable and Budget
• Eur 50 000 assuming that travel & hotel
expenses are paid by each member
• a 1-day event end of June/ beginning of July
2004
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Author: de Dommartin EFQM
Date:08 10 03
NEW GOVERNANCE
STRUCTURE
Board Structure
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Size of the Board:
• close to 12
• but possibly ranging from 5 to 20.
President: of EFQM
• Chair of the board
• elected by the governance board
Membership of the board
• 4 years with a potential for a 2-year re-election
• nominated by EFQM members on the proposal of
the Governance Board
• CEO a member of the board.
Permanent committees
• assist the Board in the related business areas
• Chair,appointed by the board, appoints members
& working groups as appropriate.
• Chair may take on management responsibilities
Author: de Dommartin EFQM
Date:08 10 03
EOQ~EFQM initiative to explore
areas for closer co-operation
Stage 1 Report
Background to the Study
Concern about the future of Excellence
and Quality
 The need for EOQ and EFQM to
respond – a Vision for a combined new
Movement
 The EFQM Review of Leadership and
Governance
 Feedback from stakeholders confirms
this…..
 Now is the time for EOQ and EFQM to work
together
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Author: de Dommartin EFQM
Date:08 10 03
The Case for Change
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Use of Management Practices on the increase globally
Declining interest in TQM, growing interest in
‘compass-setting’ tools
Need management practices focused on issues faced
in the Boardroom
A range of management practices is key to future
success, not a narrow focus on excellence and quality
The challenge is to harness the energies of all
providers of management practices to focus on the
Boardroom agenda
Organisational change will stimulate the interest of
the European Union in a new Movement
Organisational change is only the start – there is an urgent need
for new ideas and action
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Elements of a common Vision for
the future of a new Movement
Driving Forces
 Allowing every organisation in Europe to excel, for the benefit of all
individuals and society
 Promoting, disseminating, facilitating and enabling best practice and
innovative management methods
 Improving the strength of the European economy and quality of life
 Lead to Sustainable Performance Improvement
Values
 Balanced satisfaction of all stakeholders
 Value, promote and encourage diversity
 Partnership and teamwork, in a win-win approach
 Customer Focus
Implementation
 begin by a common understanding via a common decision process
 have shared schedule of events and communication
 be ready for ‘pioneering’: not waiting for unanimity enhances speed
and variety (but be cautious, pioneering generates risks)
 Aspire subsequently to national as well as European integration
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
The Options
Wider Management Practices
Base Case
Network
?
NPOs
EOQ
EFQM
?
EFQM
Management
Practices
Forun
EOQ
?
FMO
s
Merger
Platform
Name of
merged
entity to be
defined
Platform
?
Quality
Organisations,
?
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Platform is the
recommended End State
The Platform is considered to be the ideal end state:
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It is closest to the Vision
It brings together a more diverse range of players, all contributing
to organisational performance improvement
It broadens the offer to include approaches to quality,
organisational excellence and other management practices
However, it is considered to be too complex a solution to achieve in
one step
• Time scales and resource commitments are likely to create the
perception of slow progress in creating a new movement
• Additionally, the energy involved in making a success of this option is
likely to limit or reduce service delivery in 2004
• It will be difficult to engage other organisations in such a closely
merged entity without an interim stage
Do you agree?
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Routes to achieve the
Recommended End State
Network
Where we are
now
Base
Case
PLATFORM
Merger
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
The Network is the
Recommended Route
Network Option:
 Closer to the concept of a Movement because it
moves quickly beyond Quality into more general
Management Practices
 It exploits more than the relationship between
EFQM and EOQ and includes significant “other”
partners
 The dynamic of co-operation can be tested in real
time against real issues without any dangers to
member and stakeholder interests.
 Potential for Network members to enhance
revenue streams based on sales to new customers
 No risk of competition between Network
members and the Network itself
 Participants are equals and so enhances migration
to the Platform Author: de Dommartin EFQM
Version: 1
Date:08 10 03
Implementation
Set up a Steering Group
 Set up a supporting project team
 First Network activity as early as
April / May 2004
 Quick Wins agreed
 Communication
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Do you agree?
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Recommendations (1)
The EFQM Governing Committee and the EOQ Executive are
invited to:
 Agree the elements of a common Vision for the future
(Annex 2)
 Agree that the Base Case is not an option
 Agree that organisation change is a pre-requisite to
addressing the strategic issues facing the excellence
and Movement but recognise that this will not in itself
solve the problem.
 Agree the Platform as the ideal vehicle through which
to achieve the Vision.
 Agree to the Network migration path to the Platform
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Recommendations (2)
Agree to the following ‘Quick Wins’, the implementation of
which will be overseen by the Steering Group:
 Agree to EFQM and EOQ approaching (formally),
candidates such as those listed in Annex 3, as
potential members of the Network based on
clearly defined selection criteria.
 Agree that EFQM and EOQ launch the first
Network meeting to coincide with changes to the
EFQM Governance structure, e.g. the first
Advisory Council meeting of EFQM scheduled for
the first half of 2004.
 Agree to the joint EFQM/EOQ promotion of
significant activities of EOQ, e.g. "The Change
Leaders" initiative, to be held in February 2004.
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Recommendations (3)
Agree to communicate as follows:
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A jointly agreed transcript simultaneously
transmitted to EFQM and EOQ stakeholders after
the 8th of October 2003.
Further communication events to be programmed
including the Stage 2 plan, presentations and
discussions to capture input and interest and
respond to questions.
Agree the urgent need to make progress and to
establish immediately a Steering Group with a
supporting project team to start work on the
detailed design and development of the Network,
at a cost of 100k Euro, shared equally between
EFQM and EOQ. (Annex 4)
Author: de Dommartin EFQM
Date:08 10 03
Feedback from EOQ (1)
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Platform Agreed
• It must be a strong but open organisation
• Governance must reflect this
• It requires the commitment of both Presidents, both CEOs and all
Committees
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Network agreed but only as a very fast transition route to the
Platform
Migration from the Network to the Platform by October 2004
rather than in 2005
Quick wins agreed
• Approach potential partners for the Network / Platform
• Jointly promote significant activities, e.g. EOQ,s Change Leaders
initiative (Malaga)
• Align first Network meeting with related changes e.g. Advisory
Council
Version: 1
Author: de Dommartin EFQM
Date:08 10 03
Feedback from EOQ (2)
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Steering Group and membership agreed but it must be an
empowered body (it supercedes the governance bodies of both
EFQM and EOQ)
EOQ commit to contribute finance and resource in equal
proportions to EFQM in order to deliver the recommendations.
This will be subject to appropriate controls applied by the
Steering Group on a case by case basis as needed.
Accountability rests initially with Alain and Bertrand to deliver
the recommendations
The new EFQM CEO would be the CEO for the Platform and be
recruited with this in mind
The new CEO on appointment will be accountable for delivering
the Platform
Author: de Dommartin EFQM
Date:08 10 03