Strategy Academy

If you’re ready to introduce all of the Baldrige Criteria for Performance Excellence to your organization, how can you begin? How can you convince others in your organization of the value of a Baldrige self-assessment? Basing your self-assessment on the Baldrige Criteria framework can help your organization improve and succeed. The Baldrige Criteria can help you improve communication, productivity, and effectiveness and achieve your strategic goals by 1) identifying strengths and opportunities for improvement 2) providing a common language for improvement 3) guiding organizational planning and learning 4) measuring performance and planning in an uncertain environment 5) deciding whether to use approaches such as ISO 9000, Lean, a Balanced Scorecard, and Six Sigma Thousands of organizations use the Baldrige Criteria to guide their enterprises, improve performance, and achieve sustainable results. This proven improvement and innovation framework offers your organization an integrated app

The Malcolm Baldrige National Quality Award (MBNQA) is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence. Three awards may be given annually in each of six categories: 1. Manufacturing 2. Service company 3. Small business 4. Education 5. Healthcare 6. Nonprofit Established by Congress in 1987 for manufacturers, service businesses and small businesses, the Baldrige Award was designed to raise awareness of quality management and recognize U.S. companies that have implemented successful quality-management systems. The education and healthcare categories were added in 1999. A government and nonprofit category was added in 2007. The Baldrige Award is named after the late Secretary of Commerce Malcolm Baldrige, a proponent of quality management. The U.S. Commerce Department's National Institute of Standards and Technology manages the award and ASQ administers it. Organizations that apply for the Baldrige Award ar

Execution is a systematic process of rigorously discussion how and what, questioning, tenaciously following through, and ensuring accountability. It includes making assumptions about the business environment, assessing the organization’s capabilities, linking strategy to operations and the people who are going to implement the strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes. It also includes mechanisms for changing assumptions as the environment changes and upgrading the company’s capabilities to meet the challenges of an ambitious strategy. Source: Larry Bossidy, Ram Charan and Charles Burck, Execution: The Discipline of Getting Things Done, Random House, Business Books, 2002