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business executive report with 4 slide power point

USE THE ATTACHED DOCUMENTS FOR THIS ASSIGNMENT

I. Written APA report (executive report)

you are now able to identify the project sections that are weak and strong in your organization. Prepare an executive report showing the weak sections identified in your organization along with an implementation plan for improvements. You may want to find an executive report template on the Internet to use in this case.

II. PowerPoint presentation:

Prepare a PowerPoint presentation based on the following outcomes from the final project outcomes. The presentation will be 5 PowerPoint slides. The content to be delivered will be based on the following:

1. Company Organizational Profile

2. Company Organizational Situation

3. Most relevant findings from each dimension analyzed

4. Action plan for improvements

2019
2020

business

nonprofit
government
education
health care

BALDRIGE
EXCELLENCE
BUILDER
Key questions for improving your
organization’s performance

LEADERSHIP

STRATEGY

CUSTOMERS

MEASUREMENT, ANALYSIS, AND
KNOWLEDGE MANAGEMENT

WORKFORCE

OPERATIONS

RESULTS

www.nist.gov/baldrige

Improve Your Performance
The Baldrige Excellence Builder self-assessment helps you identify and improve what is critical
to your organization’s success. By completing and acting on this assessment, you will be better
positioned to accomplish your mission, improve your results, and become more competitive.

The Excellence Builder is based on the more detailed Baldrige Excellence Framework and
its Criteria for Performance Excellence.

Here’s what the Baldrige Excellence Framework can do for you.

Leadership

Strategy

Customers

Workforce

RESULTS

Measurement, Analysis, and Knowledge Management

Integration

Core Values and Conce
pts

Operations

Organizational Profile

Government Agency
Achieved $3.22 billion
in cost avoidance over
5 years

Manufacturer
Grew return on investment at a 23%
compound annual rate; increased
annual orders from repeat and
international customers 32% and
nearly 400%, respectively

Small Business
More than doubled in size over
6 years; created more than
$26 million in revenue annually
for 9 years

Hospital
Decreased the risk-adjusted

mortality rate by 24%—
better than the top-decile
level in its six-county
region

K–12 Public School System
Over 10 years, tripled the number of
Advanced Placement exams taken, with
66% of students taking at least one; more
than doubled the number of AP exams
with scores of 3 or higher

Nonprofit
Leads all local competitors
in customer engagement and
loyalty as measured by Net
Promoter System scores

Purchase the Baldrige Excellence Framework Today!
www.nist.gov/baldrige/publications

Contents

2 About the Baldrige Excellence Builder
The Baldrige Excellence Builder represents proven leadership and management

practices for high performance

4 Core Values and Concepts

5 Baldrige Excellence Builder
Answer these questions about the most important features of organizational

performance excellence.

14 Assessing Your Responses
Assess your answers to the Baldrige Excellence Builder questions.

16 Glossary of Key Terms
Learn the defnitions of key terms in the Baldrige Excellence Builder.

Using Baldrige to improve was, I think, one of the smartest
things we did in our business. It really gave us a touchstone;
it really gave us an opportunity to . . . constantly measure
ourselves and evaluate how we’re doing.

—Scott McIntyre, Managing Partner, Baldrige Award recipient
PricewaterhouseCoopers Public Sector Practice

About the Baldrige Excellence Builder
Is your organization doing as well as it could? How do you know? What and
how should your organization improve or change?

The Baldrige Excellence Builder helps you assess your organization’s strengths and opportuni-
ties for improvement against the most important features of organizational performance
excellence. By completing and acting on this assessment, you will be better positioned to
accomplish your mission, improve your results, and become more competitive.

The Baldrige Excellence Builder is based on the more detailed

Baldrige Excellence Framework

and its Criteria for Performance Excellence (see www.nist.gov/baldrige/publications). For more
than 30 years, Baldrige has been globally recognized as the leading edge of validated leader-
ship and performance practice.

Organizations around the world use the Baldrige framework to improve and get sustainable
results. Those recognized as U.S. role models receive the Malcolm Baldrige National Quality
Award, a Presidential award. The recipients broadly share their best practices with others.
Through that sharing, many thousands of organizations have improved their operations and
results, and thus their contributions to the U.S. and global economy.

A Focus on Improvement
The Baldrige Excellence Builder helps you understand how well you are achieving your goals
and objectives:

• Are your processes consistently effective?

• Do your approaches address your organization’s needs?

• How good are your results?

• Is your organization learning, innovating, and improving?

As you answer the Baldrige Excellence Builder questions and assess your responses, you will
identify strengths and opportunities for improvement. Then, as you build on your strengths
and address your opportunities, you create cycles of improvement within your organization.

The building blocks of the Baldrige approach are the core values and concepts (see page 4), the
seven Baldrige Excellence Builder categories, and the evaluation factors described on the next page.

A Systems Perspective
A systems perspective means managing all the parts of your organization as a unifed whole to
achieve your mission. It means ensuring that your plans, processes, measures, and actions are
consistent. And it means ensuring that the individual parts of your organization’s management
system work together in a fully interconnected, unifed, and mutually benefcial manner.

Baldrige Excellence Builder 2

www.nist.gov/baldrige/publications

How to Use the Baldrige Excellence Builder
Answer the Organizational Profle questions. Rather than prescribe how you should
structure your organization or its operations or what its mission and goals should be, the
Baldrige Excellence Builder asks you to make those decisions. In the Organizational Profle
(pages 5–6), you defne what is most relevant and important to your organization’s mission
and performance.

The Organizational Profle sets the context for your answers to the rest of the questions. It
can also serve as your frst Baldrige self-assessment: if you identify topics for which you have
conficting, little, or no information, you can use those topics for action planning.

Answer the questions in categories 1–7 (pages 7–13). Your answers to these questions
are an assessment against the most important features of organizational excellence. The
categories represent seven critical aspects of managing and performing as an organization:
(1) Leadership; (2) Strategy; (3) Customers; (4) Measurement, Analysis, and Knowledge
Management; (5) Workforce; (6) Operations; and (7) Results.

Categories 1–6 (pages 7–12) each consist of two items (e.g., 1.1, 1.2), with many of the
questions beginning with “how.” In answering these questions, give information on your key
processes:

• Approach: How do you accomplish your organization’s work? How effective are your
key approaches?

• Deployment: How consistently are your key approaches used in relevant parts of
your organization?

• Learning: How well have you evaluated and improved your key approaches? Have
improvements been shared within your organization? Has new knowledge led to
innovation?

• Integration: How do your approaches align to your current and future organizational
needs?

For the fve items in category 7 (page 13), report on the results that are the most important to
your organization’s success:

• Levels: What is your current performance?

• Trends: Are the results improving, staying the same, or getting worse?

• Comparisons: How does your performance compare with that of other organizations
and competitors, or with benchmarks?

• Integration: Are you tracking results that are important to your organization? Are you
using the results in decision making?

Assess your answers: process and results. Use the rubric on pages 14–15 to assess your
answers to the questions in each item. Identify your strengths. Then look at the next higher
level to see what you might improve.

Prioritize your actions. Celebrate your strengths and build on them to improve the things
you do well. Sharing the things you do well with the rest of your organization can speed
improvement. Also prioritize your opportunities for improvement; you cannot do everything at
once. Think about what is most important for your organization at this time, and decide what
to work on frst. Develop an action plan, implement it, and measure your progress.

After you use the Baldrige Excellence Builder, please email us at baldrige@nist.gov to tell us
about your experience.

About the Baldrige Excellence Builder 3

mailto:baldrige@nist.gov

Core Values and Concepts
The Baldrige Excellence Framework and Baldrige Excellence Builder are
based on these core values and concepts. For more detailed explanation,
see the Baldrige Excellence Framework (www.nist.gov/baldrige/publications).

Systems perspective. A systems perspective means managing all the parts of your organiza-
tion as a unifed whole to achieve your mission and strive toward your vision.

Visionary leadership. Your organization’s senior leaders should set a vision for the organiza-
tion, create a customer focus, demonstrate clear and visible organizational values and ethics,
and set high expectations for the workforce.

Customer-focused excellence. Your customers are the ultimate judges of your performance
and of product and service quality. Thus, your organization must consider all product and
service characteristics, and modes of customer access and support, that contribute to customer
satisfaction, loyalty, positive referrals, and ultimately your organization’s ongoing success.

Valuing people. A successful organization values its workforce members and the other people
who have a stake in the organization, including customers, community members, suppliers
and partners, and other people affected by its actions.

Organizational learning and agility. Organizational learning includes both continuous
improvement of existing approaches and signifcant change or innovation, leading to new
goals, approaches, products, and markets. Organizational learning must allow for agility, a
capacity for rapid change and for fexibility in operations.

Focus on success. Ensuring your organization’s success now and in the future requires under-
standing the short- and longer-term factors that affect your organization and its marketplace,
managing uncertainty and risk in the environment, and balancing some stakeholders’ short-
term demands with the organization’s and stakeholders’ need to invest in long-term success.

Managing for innovation. Innovation means making meaningful change to improve your
products, services, programs, processes, operations, and business model, with the purpose of
creating new value for stakeholders. Innovation requires a supportive environment, a process
for identifying strategic opportunities, and the pursuit of those that are intelligent risks.

Management by fact. Management by fact requires you to measure and analyze your orga-
nization’s performance, both inside the organization and in your competitive environment.
Analysis of performance measures and indicators should support organizational evaluation,
alignment, and decision making.

Societal contributions. Your organization’s leaders should stress contributions to the public
and the consideration of societal well-being and beneft. Your leaders should be role models
for the well-being of your communities.

Ethics and transparency. Your organization should stress ethical behavior by all workforce
members in all stakeholder transactions and interactions. Senior leaders should be role models
of ethical behavior, including transparency, characterized by candid and open communication
on the part of leadership and management and by the sharing of accurate information.

Delivering value and results. Your organization should choose and analyze results that help
you deliver and balance value for your key stakeholders. Thus, results need to include not just
fnancial results, but also product and process results; customer and workforce satisfaction and
engagement results; and leadership, strategy, and societal performance.

Baldrige Excellence Builder 4

www.nist.gov/baldrige/publications

Baldrige Excellence Builder
The Baldrige Excellence Builder includes questions on the most important
features of organizational excellence, starting with a full Organizational
Profle. For a more comprehensive set of questions, see the Baldrige Excellence
Framework booklet (Business/Nonproft, Education, or Health Care;
www.nist.gov/baldrige/publications).

P Organizational Profile

P.1 Organizational Description: What are your key organizational
characteristics?

a. Organizational Environment

(1) Product Offerings What are your main product offerings*? What is the relative impor-
tance of each to your success? What mechanisms do you use to deliver your products?

(2) MISSION, VISION, VALUES, and Culture What are your MISSION, VISION, and VALUES?
Other than VALUES, what are the characteristics of your organizational culture, if any? What
are your organization’s CORE COMPETENCIES, and what is their relationship to your MISSION?

(3) WORKFORCE Profile What is your WORKFORCE profle? What recent changes have you
experienced in WORKFORCE composition or in your needs with regard to your WORKFORCE?
What are

• your WORKFORCE or employee groups and SEGMENTS;

• the educational requirements for different employee groups and SEGMENTS;

• the KEY drivers that engage them;

• your organized bargaining units (union representation), if any; and

• your special health and safety requirements, if any?

(4) Assets What are your major facilities, equipment, technologies, and intellectual property?

(5) Regulatory Environment What are your KEY applicable occupational health and safety
regulations; accreditation, certifcation, or registration requirements; industry standards; and
environmental, fnancial, and product regulations?

b. Organizational Relationships

(1) Organizational Structure What are your organizational leadership structure and
GOVERNANCE structure? What structures and mechanisms make up your organization’s
LEADERSHIP SYSTEM? What are the reporting relationships among your GOVERNANCE board,
SENIOR LEADERS, and parent organization, as appropriate?

(Continued on the next page)

*For health care organizations,“product offerings” are health care services.

For education organizations,“product offerings” are educational programs and services.

See www.nist.gov/baldrige/publications for Baldrige frameworks tailored to the health care and education sectors.

Baldrige Excellence Builder 5

www.nist.gov/baldrige/publications

(2) CUSTOMERS** and STAKEHOLDERS What are your KEY market SEGMENTS, CUSTOMER
groups, and STAKEHOLDER groups, as appropriate? What are their KEY requirements and
expectations for your products, CUSTOMER support services, and operations, including any
differences among the groups?

(3) Suppliers, PARTNERS, and COLLABORATORS What are your KEY types of suppliers,
PARTNERS, and COLLABORATORS? What role do they play in producing and delivering your
KEY products and CUSTOMER support services, and in enhancing your competitiveness?
What role do they play in contributing and implementing INNOVATIONS in your organiza-
tion? What are your KEY supply-network requirements?

P.2 Organizational Situation: What is your organization’s
strategic situation?

a. Competitive Environment

(1) Competitive Position What are your relative size and growth in your industry or the
markets you serve? How many and what types of competitors do you have?

(2) Competitiveness Changes What KEY changes, if any, are affecting your competitive
situation, including changes that create opportunities for INNOVATION and collaboration, as
appropriate?

(3) Comparative Data What KEY sources of comparative and competitive data are available
from within your industry? What KEY sources of comparative data are available from outside
your industry? What limitations, if any, affect your ability to obtain or use these data?

b. Strategic Context

What are your KEY STRATEGIC CHALLENGES and ADVANTAGES?

c. PERFORMANCE Improvement System

What is your PERFORMANCE improvement system, including your PROCESSES for evaluation and
improvement of KEY organizational projects and PROCESSES?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

**For health care organizations,“customers” are the users of your health care services (e.g., patients, families, insurers, and
other third-party payors).

For education organizations,“customers” are the users of your educational programs and services (e.g., students and
parents).

Baldrige Excellence Builder 6

1 Leadership

1.1 Senior Leadership: How do your senior leaders lead the organization?

(1) HOW do SENIOR LEADERS set your organization’s VISION and VALUES?

(2) HOW do SENIOR LEADERS’ personal actions demonstrate their commitment to legal and
ETHICAL BEHAVIOR?

(3) HOW do SENIOR LEADERS communicate with and engage the entire WORKFORCE, KEY
PARTNERS, and KEY CUSTOMERS?

(4) HOW do SENIOR LEADERS create an environment for success now and in the future?

(5) HOW do SENIOR LEADERS create a focus on action that will achieve the organization’s
MISSION?

1.2 Governance and Societal Contributions: How do you govern your
organization and make societal contributions?

(1) HOW does your organization ensure responsible GOVERNANCE?

(2) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS and your GOVERNANCE
board?

(3) HOW do you address current and anticipate future legal, regulatory, and community
concerns with your products and operations?

(4) HOW do you promote and ensure ETHICAL BEHAVIOR in all interactions?

(5) HOW do you consider societal well-being and beneft as part of your strategy and daily
operations?

(6) HOW do you actively support and strengthen your KEY communities?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

Baldrige Excellence Builder 7

2 Strategy

2.1 Strategy Development: How do you develop your strategy?

(1) HOW do you conduct your strategic planning?

(2) HOW does your strategy development PROCESS stimulate and incorporate INNOVATION?

(3) HOW do you collect and analyze relevant data and develop information for use in your
strategic planning PROCESS?

(4) HOW do you decide which KEY PROCESSES will be accomplished by your WORKFORCE and
which by external suppliers, PARTNERS, and COLLABORATORS?

(5) What are your organization’s KEY STRATEGIC OBJECTIVES and timetable for achieving them?

(6) HOW do your STRATEGIC OBJECTIVES achieve appropriate balance among varying and
potentially competing organizational needs?

2.2 Strategy Implementation: How do you implement your strategy?

(1) What are your KEY short- and longer-term ACTION PLANS?

(2) HOW do you DEPLOY your ACTION PLANS?

(3) HOW do you ensure that fnancial and other resources are available to support the
achievement of your ACTION PLANS while you meet current obligations?

(4) What are your KEY WORKFORCE plans to support your short- and longer-term STRATEGIC
OBJECTIVES and ACTION PLANS?

(5) What KEY PERFORMANCE MEASURES or INDICATORS do you use to track the achievement
and EFFECTIVENESS of your ACTION PLANS?

(6) For these KEY PERFORMANCE MEASURES or INDICATORS, what are your PERFORMANCE
PROJECTIONS for your short- and longer-term planning horizons?

(7) HOW do you recognize and respond when circumstances require a shift in ACTION PLAN

and rapid execution of new plans?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

Baldrige Excellence Builder 8

3 Customers

3.1 Customer Expectations: How do you listen to your customers and
determine products and services to meet their needs?

(1) HOW do you listen to, interact with, and observe CUSTOMERS* to obtain actionable
information?

(2) HOW do you listen to potential CUSTOMERS to obtain actionable information?

(3) HOW do you determine your CUSTOMER groups and market SEGMENTS?

(4) HOW do you determine product offerings?

3.2 Customer Engagement: How do you build relationships with
customers and determine satisfaction and engagement?

(1) HOW do you build and manage CUSTOMER relationships?

(2) HOW do you enable CUSTOMERS to seek information and support?

(3) HOW do you manage CUSTOMER complaints?

(4) HOW do you determine CUSTOMER satisfaction, dissatisfaction, and ENGAGEMENT?

(5) HOW do you obtain information on CUSTOMERS’ satisfaction with your organization relative
to other organizations?

(6) HOW do you use VOICE-OF-THE-CUSTOMER and market data and information?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

*For health care organizations, “customers” are the users of your health care services (e.g., patients, families, insurers, and
other third-party payors).

For education organizations, “customers” are the users of your educational programs and services (e.g., students and
parents).

Baldrige Excellence Builder 9

Measurement, Analysis, and
Knowledge Management

4.1 Measurement, Analysis, and Improvement of Organizational
Performance: How do you measure, analyze, and then
improve organizational performance?

(1) HOW do you track data and information on daily operations and overall organizational
PERFORMANCE?

(2) HOW do you select comparative data and information to support fact-based decision
making?

(3) HOW do you ensure that your PERFORMANCE measurement system can respond to rapid or
unexpected organizational or external changes and provide timely data?

(4) HOW do you review your organization’s PERFORMANCE and capabilities?

(5) HOW do you project your organization’s future PERFORMANCE?

(6) HOW do you use fndings from PERFORMANCE reviews to develop priorities for continuous
improvement and opportunities for INNOVATION?

4.2 Information and Knowledge Management: How do you manage your
information and your organizational knowledge assets?

(1) HOW do you verify and ensure the quality of organizational data and information?

(2) HOW do you ensure the availability of organizational data and information?

(3) HOW do you build and manage organizational knowledge?

(4) HOW do you share best practices in your organization?

(5) HOW do you use your knowledge and resources to embed LEARNING in the way your
organization operates?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

Baldrige Excellence Builder 10

5 Workforce

5.1 Workforce Environment: How do you build an effective and
supportive workforce environment?

(1) HOW do you assess your WORKFORCE CAPABILITY and CAPACITY needs?

(2) HOW do you recruit, hire, and onboard new WORKFORCE members?

(3) HOW do you prepare your WORKFORCE for changing CAPABILITY and CAPACITY needs?

(4) HOW do you organize and manage your WORKFORCE?

(5) HOW do you ensure workplace health, security, and accessibility for the WORKFORCE?

(6) HOW do you support your WORKFORCE via services, benefts, and policies?

5.2 Workforce Engagement: How do you engage your workforce for
retention and high performance?

(1) HOW do you determine the KEY drivers of WORKFORCE ENGAGEMENT?

(2) HOW do you assess WORKFORCE ENGAGEMENT?

(3) HOW do you foster an organizational culture that is characterized by open communication,
HIGH PERFORMANCE, and an engaged WORKFORCE?

(4) HOW does your WORKFORCE PERFORMANCE management system support HIGH
PERFORMANCE?

(5) HOW does your LEARNING and development system support the personal development of
your WORKFORCE members and your organization’s needs?

(6) HOW do you evaluate the EFFECTIVENESS and effciency of your LEARNING and
development system?

(7) HOW do you manage career development for your WORKFORCE and your future leaders?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

Baldrige Excellence Builder 11

6 Operations

6.1 Work Processes: How do you design, manage, and improve
your key products and work processes?

(1) HOW do you determine KEY product* and WORK PROCESS requirements?

(2) What are your organization’s KEY WORK PROCESSES?

(3) HOW do you design your products and WORK PROCESSES to meet requirements?

(4) HOW does your day-to-day operation of WORK PROCESSES ensure that they meet KEY
PROCESS requirements?

(5) HOW do you determine your KEY support PROCESSES?

(6) HOW do you improve your WORK PROCESSES and support PROCESSES to improve products
and PROCESS PERFORMANCE, enhance your CORE COMPETENCIES, and reduce variability?

(7) HOW do you manage your supply network?

(8) HOW do you pursue your opportunities for INNOVATION?

6.2 Operational Effectiveness: How do you ensure
effective management of your operations?

(1) HOW do you manage the cost, effciency, and EFFECTIVENESS of your operations?

(2) HOW do you ensure the security and cybersecurity of sensitive or privileged data
and information and of KEY assets?

(3) HOW do you provide a safe operating environment?

(4) HOW do you ensure that your organization is prepared for disasters or emergencies?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

*For health care organizations, “products” are health care services.

For education organizations, “products” are educational programs and services.

See www.nist.gov/baldrige/publications for Baldrige frameworks tailored to the health care and education sectors.

Baldrige Excellence Builder 12

www.nist.gov/baldrige/publications

Results 7

7.1 Product and Process Results: What are your product
performance and process effectiveness results?

(1) What are your RESULTS for your products and your CUSTOMER service processes?

(2) What are your PROCESS EFFECTIVENESS and effciency RESULTS?

(3) What are your safety and emergency preparedness RESULTS?

(4) What are your supply-network management RESULTS?

7.2 Customer Results: What are your customer-focused
performance results?

(1) What are your CUSTOMER satisfaction and dissatisfaction RESULTS?

(2) What are your CUSTOMER ENGAGEMENT RESULTS?

7.3 Workforce Results: What are your workforce-focused
performance results?

(1) What are your WORKFORCE CAPABILITY and CAPACITY RESULTS?

(2) What are your WORKFORCE climate RESULTS?

(3) What are your WORKFORCE ENGAGEMENT RESULTS?

(4) What are your WORKFORCE and leader development RESULTS?

7.4 Leadership and Governance Results: What are your
senior leadership and governance results?

(1) What are your RESULTS for SENIOR LEADERS’ communication and engagement with the
WORKFORCE, PARTNERS, and CUSTOMERS?

(2) What are your RESULTS for GOVERNANCE accountability?

(3) What are your legal and regulatory RESULTS?

(4) What are your RESULTS for ETHICAL BEHAVIOR?

(5) What are your RESULTS for societal well-being and support of your KEY communities?

7.5 Financial, Market, and Strategy Results: What are your
results for financial viability and strategy implementation?

(1) What are your fnancial PERFORMANCE RESULTS?

(2) What are your marketplace PERFORMANCE RESULTS?

(3) What are your RESULTS for the achievement of your organizational strategy and
ACTION PLANS?

Terms in SMALL CAPS are defined in the Glossary of Key Terms (pages 16–18).

Baldrige Excellence Builder 13

Assessing Your Responses
For scoring guidelines, see the Baldrige Excellence Framework booklet
(Business/Nonproft, Education, or Health Care; www.nist.gov/baldrige
/publications).

Assessing Processes
Processes are the methods your organization uses and improves to do its work. The four
factors used to evaluate processes are approach, deployment, learning, and integration (see
page 3).

For process items (those in categories 1–6), read the process scoring rubric on page 15. For
each item, assign one of the descriptors (Reactive, Early, Mature, or Role Model) based on a
holistic assessment of your processes.

Assessing Results
Results are the outputs and outcomes your organization achieves. The four factors used to
evaluate results are levels, trends, comparisons, and integration (see page 3).

For results items (7.1–7.5), read the results scoring rubric on page 15. For each item, assign one
of the descriptors based on a holistic assessment of your overall performance.

Baldrige Excellence Builder 14

www.nist.gov/baldrige

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Evaluating Your Responses 15

Glossary of Key Terms
The terms below are those in SMALL CAPS in the Baldrige Excellence Builder,
as well as terms in the scoring rubric. For additional defnitions and examples,
see the Baldrige Excellence Framework booklet (Business/Nonproft,
Education, or Health Care; www.nist.gov/baldrige/publications).

ACTION PLANS. Specifc actions that your
organization takes to reach its strategic objec-
tives. These plans specify the resources commit-
ted to and the time horizons for accomplishing
the plans. See also STRATEGIC OBJECTIVES.

ALIGNMENT. A state of consistency among
plans, processes, information, resource
decisions, workforce capability and capacity,
actions, results, and analyses that support key
organization-wide goals. See also INTEGRATION.

APPROACH. The methods your organization
uses to carry out its processes.

COLLABORATORS. Organizations or individu-
als who cooperate with your organization to
support a particular activity or event or who
cooperate intermittently when their short-term
goals are aligned with or are the same as yours.
See also PARTNERS.

CORE COMPETENCIES. Your organization’s
areas of greatest expertise; those strategically
important, possibly specialized capabilities that
are central to fulflling your mission or that
provide an advantage in your marketplace or
service environment.

CUSTOMER. An actual or potential user of your
organization’s products, programs, or services.
See also STAKEHOLDERS.

CUSTOMER ENGAGEMENT. Your customers’
investment in or commitment to your brand and
product offerings.

DEPLOYMENT. The extent to which your orga-
nization applies an approach in relevant work
units throughout your organization.

EFFECTIVE. How well a process or a measure
addresses its intended purpose.

ETHICAL BEHAVIOR. The actions your orga-
nization takes to ensure that all its decisions,
actions, and stakeholder interactions conform to
its moral and professional principles of conduct.
These principles should support all applicable
laws and regulations and are the foundation for
your organization’s culture and values.

GOALS. Future conditions or performance levels
that your organization intends or desires to
attain. See also PERFORMANCE PROJECTIONS.

GOVERNANCE. The system of management
and controls exercised in the stewardship of
your organization.

HIGH PERFORMANCE. Ever-higher levels of
overall organizational and individual perfor-
mance, including quality, productivity, innova-
tion rate, and cycle time.

HOW. The systems and processes that your
organization uses to achieve its mission
requirements.

INNOVATION. Making meaningful change
to improve products, processes, or organiza-
tional effectiveness and create new value for
stakeholders. The outcome of innovation is a
discontinuous or breakthrough change.

INTEGRATION. The harmonization of plans,
processes, information, resource decisions, work-
force capability and capacity, actions, results, and
analyses to support key organization-wide goals.
See also ALIGNMENT.

Baldrige Excellence Builder 16

www.nist.gov/baldrige/publications

KEY. Major or most important; critical to achiev-
ing your intended outcome.

KNOWLEDGE ASSETS. Your organization’s
accumulated intellectual resources; the
knowledge possessed by your organization and
its workforce in the form of information, ideas,
learning, understanding, memory, insights,
cognitive and technical skills, and capabilities.

LEADERSHIP SYSTEM. The way leadership is
exercised, formally and informally, throughout
your organization; the basis for key decisions
and the way they are made, communicated, and
carried out.

LEARNING. New knowledge or skills acquired
through evaluation, study, experience, and
innovation.

LEVELS. Numerical information that places or
positions your organization’s results and perfor-
mance on a meaningful measurement scale.

MEASURES AND INDICATORS. Numerical
information that quantifes the input, output,
and performance dimensions of processes,
products, programs, projects, services, and the
overall organization (outcomes).

MISSION. Your organization’s overall function.

PARTNERS. Key organizations or individuals
who are working in concert with your organiza-
tion to achieve a common goal or improve
performance. Typically, partnerships are formal
arrangements. See also COLLABORATORS.

PERFORMANCE. Outputs and their outcomes
obtained from processes, products, and custom-
ers that permit you to evaluate and compare
your organization’s results to performance
projections, standards, past results, goals, and
other organizations’ results.

PERFORMANCE EXCELLENCE. An integrated
approach to organizational performance
management that results in (1) delivery of ever-
improving value to customers and stakeholders,
contributing to ongoing organizational success;
(2) improvement of your organization’s overall
effectiveness and capabilities; and (3) learning
for the organization and for people in the
workforce.

PERFORMANCE PROJECTIONS. Estimates of
your organization’s future performance. See also
GOALS.

PROCESS. Linked activities with the purpose of
producing a product or service for a customer
(user) within or outside your organization.

RESULTS. Outputs and outcomes achieved by
your organization.

SEGMENT. One part of your organization’s
customer, market, product offering, or
workforce base.

SENIOR LEADERS. Your organization’s senior
management group or team.

STAKEHOLDERS. All groups that are or might
be affected by your organization’s actions and
success.

STRATEGIC ADVANTAGES. Those marketplace
benefts that exert a decisive infuence on your
organization’s likelihood of future success. These
advantages are frequently sources of current
and future competitive success relative to other
providers of similar products.

STRATEGIC CHALLENGES. Those pressures that
exert a decisive infuence on your organization’s
likelihood of future success. These challenges
are frequently driven by your organization’s
anticipated competitive position in the future
relative to other providers of similar products.

STRATEGIC OBJECTIVES. The aims or
responses that your organization articulates
to address major change or improvement,
competitiveness or social issues, and business
advantages. See also ACTION PLANS.

SYSTEMATIC. Well-ordered, repeatable, and
exhibiting the use of data and information so
that learning is possible.

TRENDS. Numerical information that shows
the direction and rate of change of your
organization’s results or the consistency of its
performance over time.

VALUES. The guiding principles and behaviors
that embody how your organization and its
people are expected to operate.

Glossary of Key Terms 17

VISION. Your organization’s desired future state.

VOICE OF THE CUSTOMER. Your process for
capturing customer-related information.

WORK PROCESSES. Your organization’s most
important internal value-creation processes.

WORK SYSTEMS. The coordinated combina-
tion of internal work processes and external
resources that you need to develop and produce
products, deliver them to your customers, and
succeed in your marketplace.

WORKFORCE. All people actively supervised
by your organization and involved in accom-
plishing your organization’s work, including
paid employees (e.g., permanent, part-time,
temporary, on-site, and remote employees, as
well as contract employees supervised by your
organization) and volunteers, as appropriate.

WORKFORCE CAPABILITY. Your organization’s
ability to accomplish its work processes through
its people’s knowledge, skills, abilities, and
competencies.

WORKFORCE CAPACITY. Your organization’s
ability to ensure suffcient staffng levels to
accomplish its work processes and deliver your
products to customers, including the ability to
meet seasonal or varying demand levels.

WORKFORCE ENGAGEMENT. The extent of
workforce members’ emotional and intellectual
commitment to accomplishing your organiza-
tion’s work, mission, and vision.

Baldrige Excellence Builder 18

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for supporting the program’s mission and the following
organizations for supporting the publication of this booklet.

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You’ve used the Baldrige Excellence Builder to
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Contact the Baldrige Program
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a powerful set of mechanisms
Jim Collins, author of Good to Great: Why Some Companies Make the Leap . . . and Others Don’t

I see the Baldrige process as a powerful set of mechanisms for disciplined people
engaged in disciplined thought and taking disciplined action to create

great organizations that produce exceptional results.

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Baldrige Excellence Framework

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Contents
About the Baldrige Excellence Framework
How to Use the Baldrige Excellence Framework
Criteria for Performance Excellence
Scoring System
How to Respond to the Criteria
Core Values and Concepts
Changes from the 2017–2018 Baldrige Excellence Framework
Glossary of Key Terms

Contact
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01/2019

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Article
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Baldrige Excellence Framework
Printed format: $30 Electronic format: $12 Volume discounts and enterprise licenses available

THE ORGANIZATION DIAGNOSTIC SURVEY

Instructions: For each item below you are asked to make two assessments. The first assessment asks you to rate the importance of the item to the success of your organization. The scale runs from

“not at all important” to

“absolutely essential”. The second scale asks you to rate the performance of your organization. The scale runs from 1 “we never do this” to 5 “we always do this”.

SERVICE OR PRODUCT QUALITY

. We put our clients first in everything we do.

Importance to success

How are we doing?

4. We find the time to do things “right” the first time rather than having to correct mistakes later

Importance to success

How are we doing?

5. We set specific, measurable and clear goals which help us achieve excellence.

Importance to success

How are we doing?

6. We work continuously to improve the quality of our products, services and processes.

Importance to success

How are we doing?

7. We encourage and support new ideas, creativity and innovation.

Importance to success

How are we doing?

8. When we make a mistake, we do not hide it. We go out of our way to make it right.

Importance to success

How are we doing?

9. We work hard to achieve total quality in everything we do

Importance to success

How are we doing?

10. We use formal, regular, and structured methods to listen to our clients or customers.

Importance to success

How are we doing?

11. We assess our products and services regularly to ensure that they are still relevant, meeting needs and of high quality.

Importance to success

How are we doing?

12. We keep all of our stakeholders fully informed on matters affecting them.

Importance to success

How are we doing?

13. We are committed to the community in which we operate and actively contribute towards its success.

Importance to success

How are we doing?

14. We use statistical controls to keep our performance within the targets that we set.

Importance to success

How are we doing?

15. We measure our organizational performance against the best in the field and work hard to stay on top.

Importance to success

How are we doing?

16. We stick to our schedules and deliver what we promise, on time.

Importance to success

How are we doing?

BUILDING A HIGH PERFORMANCE CULTURE

17. We set high expectations for ourselves and each other.

Importance to success

How are we doing?

18. We do a lot of our work in teams. We work hard at building cohesion and integration

Importance to success

How are we doing?

19. We encourage a sense of “team” throughout the organization.

Importance to success

How are we doing?

20. We work hard to build a positive work culture supportive of excellence in everything we do.

Importance to success

How are we doing?

21. We treat each other internally the same way we treat our external customers.

Importance to success

How are we doing?

22. We make work interesting, rewarding and challenging for those who do it.

Importance to success

How are we doing?

23. Our “front-line” staff is empowered to make the decisions necessary to get the job done.

Importance to success

How are we doing?

24. Our actions always reinforce the self-esteem of others.

Importance to success

How are we doing?

25. We listen to our staff, our customers, our suppliers and others and we try hard to exceed their expectations of us.

Importance to success

How are we doing?

26. We provide opportunities for continuous learning and growth for those who want it.

Importance to success

How are we doing?

27. We have access to the best tools and latest technology to do the job assigned to us.

Importance to success

How are we doing?

28. We make the fullest use of our employee’s’ ideas, knowledge, skills and experience.

Importance to success

How are we doing?

LEADERSHIP AND MANAGEMENT

29. We keep up with external trends and developments that might affect our future.

Importance to success

How are we doing?

30. We take risks and challenge old and outdated ways of working.

How are we doing?

Importance to success

Together, we develop a vision of the future that inspires and motivates us towards excellence.

Importance to success

How are we doing?

32. We each have a clear vision for our part of the organization and we work to get others to buy into it.

Importance to success

How are we doing?

We proclaim our values, and our commitment to integrity, ethics and the truth.. and we deliver.

Importance to success

How are we doing?

We build on our people’s strengths and provide the coaching and counselling needed to do their jobs and pursue their careers.

Importance to success

How are we doing?

We encourage our employees to take risks in the pursuit of excellence.

Importance to success

How are we doing?

36. We encourage our staff to find solutions to their own problems and carry them out.

Importance to success

How are we doing?

37. Our leaders lead by example, inspiration and trust, not intimidation.

Importance to success

How are we doing?

38. We celebrate and reward the achievements of individuals and groups.

Importance to success

How are we doing?

MANAGEMENT

39. We involve all key stakeholders in regular strategic planning

Importance to success

How are we doing?

40. We set our priorities and manage our time based on the organization’s goals

Importance to success

How are we doing?

41. We all know what the organization’s priorities are and how they affect us.

Importance to success

How are we doing?

We keep our policies and procedures simple and straightforward.

Importance to success

How are we doing?

We keep our organization structure simple, lean and flexible.

Importance to success

How are we doing?

We delegate to those staff who have the competence and motivation to work on their own.

Importance to success

How are we doing?

Individual authority matches responsibility and accountability.

Importance to success

How are we doing?

We provide clear directions to those who need it.

Importance to success

How are we doing?

We adapt our leadership style to suit the needs of those we lead.

Importance to success

How are we doing?

We know the measures and standards that apply to our work.

Importance to success

How are we doing?

We each stay up-to-date on how our part of the organization is performing relative to goals

Importance to success

How are we doing?

We identify problems before they get out of hand and deal with them.

Importance to success

How are we doing?

We make sure that those who do not want to work or accept responsibility do not get a free ride at the organization’s expense.

Importance to success

How are we doing?

We deal appropriately and fairly with those who continually fail to perform to standards.

Importance to success

How are we doing?

DECISION-MAKING/ACTION PLANNING

We do thorough and complete analysis of options before we make major decisions.

Importance to success

How are we doing?

We make the tough and necessary decisions when they are needed.

Importance to success

How are we doing?

We develop action plans that show clearly who has to do what, where, when and how.

Importance to success

How are we doing?

We develop plans, budgets, schedules and the controls necessary to achieve our goals

Importance to success

How are we doing?

RESOURCE MANAGEMENT

We manage our financial affairs well and treat resources entrusted to us with respect and integrity

Importance to success

How are we doing?

We use our resources well and assign them to the areas of greatest need and potential.

Importance to success

How are we doing?

We help everyone to understand and stay up-to-date on the financial performance of our organization.

Importance to success

How are we doing?

COPING WITH CHANGE, STRESS, TIME AND AMBIGUITY

We manage change well and help individuals cope when the change is difficult.

Importance to success

How are we doing?

We help each other to cope with workplace- generated stress when needed.

Importance to success

How are we doing?

We understand, accept and appreciate the personality differences among us.

Importance to success

How are we doing?

We face conflict rather than avoid, or hide it.

Importance to success

How are we doing?

We participate in making decisions that affect us and our work.

Importance to success

How are we doing?

We help each other to cope with areas of ambiguity and lack of clarity in our work.

Importance to success

How are we doing?

We manage our time well and eliminate waste, redundancies and bottlenecks.

Importance to success

How are we doing?

HUMAN RESOURCE MANAGEMENT

Advice and guidance on Human Resource management is available to all.

Importance to success

How are we doing?

We invest significant time and resources in staff training and development.

Importance to success

How are we doing?

We hire the best people for the job regardless of gender, age, race, ethnic background, or disability.

Importance to success

How are we doing?

70. We work well with any unions that represent our employees.

Importance to success

How are we doing?

71. We conduct regular, positive, open and productive staff meetings.

Importance to success

How are we doing?

We provide a safe, healthy and environmentally-friendly workplace.

Importance to success

How are we doing?

We listen to staff concerns, complaints and grievances and deal with them effectively.

Importance to success

How are we doing?

74. We eliminate boring, routine and repetitive work wherever possible

Importance to success

How are we doing?

Running Head: Organizational Dynamics 9

Baldrige Excellent Builders

Week Four

Baldrige excellent builder’s self-assessment helps in identifying and improving what is important to an organization’s success (Vinyard, J. (2019). It is a very important excellence builder that helps an organization in assessing its strengths and opportunities which are important in performance excellence. The business world is ever competitive and new business tactics arise each and every day. Therefore, an organization needs a very strong assessment routine that will enable it maintain its competitive advantage in the ever-growing market. Every organization has its own mission that it strives to achieve at the end of the day. Incorporating Baldrige Excellence Builder enables any organization attain its mission, improve and maintain its competitive advantage as well as improving on results.

Baldrige Excellent Builder focuses more on its framework and its performance excellence criteria. It has been the best performance and leadership practice for more than thirty years and so many organizations have benefited form it. Most organizations globally use Baldrige framework to improve as well as attain sustainable results. The best organizations which have used the Baldrige framework have also shared the best practices with many other organizations. This has helped improve their operations as well as results and this has contributed a lot in growing the economy both in the united states and globally as well.

A focus in improvement is the first thing that is considered in the Baldrige practices. The most important part about using the Baldrige framework is being able to understand how well an organization will be able to achieve its goals and objectives (Vinyard, J. (2019). These are in terms of the effectiveness and consistency of the processes, the ability of the organization’s approaches to address the organization’s needs, how good the results are as well as the ability of the organization to learn, innovate and improve. These are some of the questions that an organization needs to ask to evaluate so that it can be able to recognize its opportunities for improvement.

There is a certain way in which organizations can use the Baldrige Excellence Builder. First is by answering the organizational profile questions. It is important for an organization to define the most important and relevant things that an organization needs to achieve its mission and improve its performance. Instead of defining the operation, goals and missions of the organization, Baldrige practices emphasize on the organizations asking questions on how these factors can be achieved. Secondly, an organization is expected to answer the question in categories presented in the Baldrige framework. The answers to these questions are an evaluation against the most essential features of the organizational excellence. After answering these questions, the organization can now asses its answers in terms of process and results as well as prioritizing actions.

Leadership is a very sensitive aspect in an organization. The success or failure of organization will depend on the leadership that the organization has. Therefore, a strong leadership and management is needed to lead an organization in achieving its goals and objectives. The Baldrige framework in regards to leadership first asks how senior leaders lead an organization (Vinyard, J. (2019). This is a very essential part in an organization since it determines how well the workers perform hence determining their output. Another important question is how the senior leaders set their organization’s VISIONS and VALUES. The visions and values of the organization are an essential part in determining the performance since employees work towards these goals.

There also other important aspects of leadership emphasised in the Baldrige framework. These include the personal commitment and the ethics of the senior leaders within an organization. The commitment and ethics of leaders motivates their subordinates in working hard as well as upholding their professional ethical standards. Another aspect emphasised on leadership in the Baldrige framework is communication. Communication is key in any organization for efficient flow of operations. Also, how senior leaders engage with their partners, workforce and their customers are very important in determining their relationship. Another tow important aspect emphasised in the Baldrige practices is the environment that leaders create for success as well as the future of the organization and their actions in achieving the organization’s mission.

Leadership is not only for the benefit of the organization but also for the society as well. Therefore, leaders need to ask themselves how does their governance contribute to the society? The future and success of any organization depends on the society surrounding it. The legal political factors and current issues in the society affect a lot the way an organization can operate as well as its performance. The way that an organization upholds ethical standards also contributes a lot in its interaction and relationship with the society. The communities surrounding any organization have their own beliefs, perspectives and moral standards. How the organization contributes to the well being of the communities therefore matters a lot.

Strategy is another key factor that determines the improvement in performance of any organization. Strategy is what enables any organization to focus on its goals and objectives. The most important aspect in strategy is how an organization develops it. (Vinyard, J. (2019) How the conduction of strategy planning is done plays a very important role in the future of an organization. A poor strategy planning is the beginning of failure of the entire organization. Baldrige practices emphasize on relevant collection and analysis of data which will be used in the strategic planning process. Another important factor emphasised in the Baldrige practices is the key processes in the strategy which are expected to be accomplished by the workforce. The strategies are nothing without the workforce because the workforce team is the one that [performs the daily operations of the organization.

Another important aspect in any organization is strategy implementation. The most important question asked in the Baldrige practices is how does an organization implement its strategy? This is a very sensitive part in the performance, success and future of the organisation. The long term and short-term strategies both matter a lot in the success of any organization. This is therefore determined by how tasks are divided within the task force and how efficient and effective the operations are carried out by the employees of different departments.

Another important aspect emphasised in the Baldrige is the customers. The customers form the basis of every business. The bottom end of any organization will always be its customers because they are the reason the organization exists. How the attendants listen to their customers and their needs is very important (Vinyard, J. (2019). The customer is always right and every business should always operate with the goals of serving their customers well as well as satisfying their needs. It is also important for any business to determine the different groups and segments of their customers and their preferences so that they can be able determine the products to offer them.

The engagement and the relationship with the customers is a very important aspect n the performance and success of an organization (Vinyard, J. (2019). This is because it helps in maintaining their loyalty as well as attracting more customers. Any complaints and feedback of the customer is important since it enables the business to correct their faults as well as provide for their needs. This is determined by how well a business can determine its customer complaint.

In conclusion, the Baldrige excellence builder practices are very important in the improvement of performance of any business. It helps the business evaluate its strengths and opportunities. It is also important in guiding organizations through leadership, strategies as well as how they sac handle, manage and maintain their customers.

WEEK 5

Workforce

1. I assess my workforce capability and capacity needs by setting goals and trying to achieve them on time. Besides I ensure that the criteria are specific and clear hence work towards the objectives of the workforce.

2. I recruit members after understanding their strengths during an interview. After the interview, I train them on the work force and hire the best members who are devoted and have visions for the workforce.

3. I prepare my workforce for changing capability and capacity needs by performing a staffing assessment. It helps since I am capable of recognizing the different talents that my staffs have. The talents can be used in making the workforce effective. Also, I develop a work-force plan that is essential in changing the capability and capacity needs.

4. I organize and manage my workforce by first understanding the capabilities of my team. The capabilities are important since I can give them different tasks according to their capabilities. I also manage my workforce by having effective communication with my team where they learn on what I need to be done in the work.

5. I ensure workplace health, security, and accessibilities are effective by creating policies concerning them. Besides, having The Human resource department is important in the workforce since it deals with such issues making the workforce effective. It gives employees morale in working.

6. Workforce is supported through service, benefit, and policies by adopting strict measures or layouts that govern the respected areas. The layouts make is effective for the service, policies, and benefits effective since they have rules concerning them.

Workforce Engagement

1. Key drivers of workforce engagement are determined by checking or assessing the fairness of employees during engagements. Also, leadership structure is a determinant of workforce engagement. Checking on the type of leadership in work makes one know the workforce engagement.

2. I asses workforce engagement by performing drivers analysis. It helps in making me understand the effectiveness of the drivers in engagements. Also, I do asses’ workforce engagement by identifying what is important to employees and determining the outcomes of tasks or strategies that I incorporate in the workforce.

3. I foster an organization culture that is characterized by open communication, high performance, and an engaged workforce through training them on the importance of engagements in workforce. Also, I do train on communication and support the company’s moves in improvements in performance.

4. My workforce performance management system support high performance through training the employees on new technologies that yield better results. Besides, the management systems offers better communication with the employees and thus we create solutions where there are challenges.

5. The system helps in nurturing the talents that our employees have. It makes us realize the potential w our employees have. Also, we do train our employees in different skills making them gain more skills that are productive in the organization.

6. I evaluate the effectiveness and efficiency by assessing the development systems in the organization. Besides, I create a lay out that helps in making the learning and development systems effective.

7. I manage career development for my workforce and my future leaders by giving them time to practice in their leadership skills in the work place. Besides, I train them on how to lead in the company and acquire the skills that will help them become better leaders in future.

Operations

1. Key products and work place process requirements are determined by designing and developing reviews established at different stages of verification. I often met inputs requirements to identify potential risks that might be established in the system.

2. My organization key work processes include Information technology, procurement, customer-service and information security.

3. I design my products and work processes to meet requirements through product discovery. IN it, I have to learn on the importance and the purpose of the product. Also, I use Kick-off workshop technique where I use assumption matrix to verify the product and hence impact on the workforce.

4. My day-to-day operations of work processes ensure that they meet key process requirements by focusing in engagements hence understanding the processes in operations.

5. I determine my key support process by assessing my leadership team. Through assessing them, I learn on the weaknesses of failures to support.

6. I improve my work processes and support processes to improve products by focusing on product effectively and quality. Besides, the products long term outcomes make me improve my skills in work process.

7. I mange my supply networks by having a team that focus on supply. They are proficient and through their skills, I am capable of handling the supply networks. Also, I am good at communication and thus have good connections with my networks.

8. I pursue my opportunities for innovation by trying to be creative. It makes me research more about the innovation and become knowledgeable in making projects a success.

Operational Effectiveness

1. I mange cost, efficiency, and effectiveness of my operations through having strategic plans during the operations. I plan on resources, efficiency and other operations that I intend to do.

2. I ensure that my devices have firewalls so as to protect them from malicious or navigation of unwanted persons on my systems. Besides, I have IT experts who handle my systems.

3. I provide safe operating environment by allowing having discussions with my employees. Besides, I offer them room to challenge themselves and be creative. I also give my employees better rewards when they have issues. Lastly, I make sure that I give them peace so as to work effectively.

4. I ensure that there are necessary forts aid kits in the organization if disasters and emergencies happen. I also have medical covers that will assist them when sick. In my company there are emergencies doors that employees might use when an emergency or disasters occurs.

References

National Institute of Standards and Technology. (2015). Baldrige Excellence Builder: Key questions for improving your organization’s performance.

Vinyard, J. (2019). Baldrige in plain English, 2019-2020: Understanding performance excellence. Quality Press.

vinyard, J. (2019). Baldrige for leaders: A leader’s guide to performance excellence 2019-2020. Quality Press.

Executive Summary Template PPT.ppt

How to Write an Effective
Executive Summary

Pitch First1
Your business plan will be a pitch
Create your presentation first
Your executive summary is a concise write-up of your presentation
It should truly summarize your entire business plan
Assume it is all the investor will read

What to Cover2
The context
The opportunity
Your business model
The people
Risks and rewards

The Context
Every opportunity exists within a context
What is going on in the world to create your opportunity?
There may be a gap
There may be a change occurring
There may be a problem that needs solving
What circumstances make your opportunity timely?

Gap: Southwest airlines addressed a gap in airline offerings
Change: Netflix is taking advantage of increasingly high speed internet connections to offer movie downloads
Problem: Better Place is addressing our problem of dependence on imported oil for transportation

The Opportunity
Explain the need/problem/demand that your business will address
How do existing offerings by others fall short?
Or, if your idea is something entirely new, why customers will want it?
How large is the potential market?

Virgin Atlantic
Virgin Galactic

Your Business Model3
Value proposition
Value creation and delivery
Value capture

Value Proposition
Your offering
Your target market
Your basic strategy and approach to competitive advantage: why will customers want to buy this from you?

Value Creation and Delivery
Your value chain: what activities you will undertake?
Your position in the value network: how will you reach key suppliers, complementors, and customers
Key resources and capabilities: what do you have or are good at that enables you to deliver your value proposition?

Value Capture
Sources of revenue
Economics of your business: cash flow and margins

The People
Identify each team member and key advisers
What do they know?
Who do they know?
How well known are they?

Risks and Rewards
Projected sales and net income
What are your key assumptions?
What could go wrong?
What will you do?
How much money do you need?
How will investors be rewarded?

References
The Art of the Start by Guy Kawasaki
“How to Write a Great Business Plan” by William Sahlman, Harvard Business Review, July-August 1997
“The Business Model Framework” by James Richardson, jamesr@hawaii.edu
“Executive Summary Guide” on the PACE website

Company / Project Title

EXECUTIVE SUMMARY

Overview – The Quick Pitch

This is a brief section that describes what your business or project is all about.

TIP: The ability to describe what your business does in just one compelling sentence
will be a huge asset to you as you talk about it with others.

The Problem

Here is where you describe the problem that you are solving.

· What is the problem and how big is it?

· Who is the target audience? Who is this problem affecting?

· Are there currently any solutions to this problem? Who is the competition?

The Solution

Here you describe how your business solves the problem for your target audience.

· How does your business solve the problem?

· Is it a simple or complex solution?

· If it is complex, how can you make it simple, or describe it more simply?

Highlights

Here you can show the most important market analysis and data that captures the potential your solution can have in the marketplace. We recommend pulling the most compelling highlights from your plan or proposal. You can also talk about the strengths and advantages of your staff and any partnerships you may have.

[Optional caption for graph]

Keys to Success

Discuss the main steps necessary for your business to be successful.

· What is your marketing strategy?

· What resources will you need? (partnerships, funding, materials)

· What does your timeline look like?

Financial Highlights

If part of the purpose of your proposal is to seek funding, you may want to dedicate a full section to talk about the funding you currently have and what funding you’ll need.

· What is your 3-year earnings projection?

· When will you break even?

· How will investors be repaid?

How to use this Executive Summary Template

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The section titles, descriptions, questions and tips are all meant to help make it easier for you to write your executive summary. Feel free to change anything to best fit your needs and replace the text as you go.

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https://www.vertex42.com/WordTemplates/business-plan-template.html

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CONFIDENTIAL Page 1

Business Implementation

Jessica Valverde

Management Practices for the 21st Century

Management in Action
Customer Relationship management
Customer relationship management is a practice that focuses on creating good relations with clients
The focus of the practice is the development of a high degree of efficiency
It improves the degree of responsiveness within clients by handling their issues
It improves the regular communication within the two

Customer relationship management is a practice that focuses on creating good relations with clients. The focus of the practice is the development of a high degree of efficiency. It improves the degree of responsiveness within clients by handling their issues. It improves the regular communication within the two
2

Challenges of implementing TQM
Lack of support from the top management.
Limited resources in terms of service delivery.
Lack of enough funds.
The TQM takes time to be successful

Lack of support from the top management. Limited resources in terms of service delivery. Lack of enough funds. The TQM takes time to be successful
3

Efficiency
Efficiency refers to the organizational effectiveness
The application of positive communication practices
Increasing the number of employees
Creating realistic goals that can be easily achieved

Efficiency refers to the organizational effectiveness. The application of positive communication practices. Increasing the number of employees. Creating realistic goals that can be easily achieved
4

Importance of Value Chain Management
Value chain management increases business efficiency.
It plays an important part in the creation of predications.
It creates a competitive advantage to a company.
It increases the general productivity

Value chain management increases business efficiency. It plays an important part in the creation of predications. It creates a competitive advantage to a company. It increases the general productivity
5

Inovation
Innovation refers to the process of creating new ideas.
The use of brainstorming is a perfect approach.
Focusing on diversity is the other practice.
The application of market research is also productive in this case.

Innovation refers to the process of creating new ideas. The use of brainstorming is a perfect approach. Focusing on diversity is the other practice. The application of market research is also productive in this case.
6

Responsiveness to Customers
It is measured by evaluating the outcomes in terms of sales.
Employee turnover also evaluates the issue.
The level of organizational diversity also explains the matter in a broader perspective.
Increasing efficiency is the point of focus that can be applied in the evaluation process

It is measured by evaluating the outcomes in terms of sales. Employee turnover also evaluates the issue. The level of organizational diversity also explains the matter in a broader perspective. Increasing efficiency is the point of focus that can be applied in the evaluation process
7

Improving responsiveness to customers
The organization needs to improve more customer service
Ensuring that the customer service is ready to attend to the needs of the customer is important
Improving on public relations I also a necessity
The focus is improving the general efficiency and effectiveness

The organization needs to improve more customer service. Ensuring that the customer service is ready to attend to the needs of the customer is important. Improving on public relations I also a necessity. The focus is improving the general efficiency and effectiveness

8

Building Management Skills
Unilever Output
The organizational output within Unilever is customer based product
The output is based on the diversity and demand of the market
The practice has increased the productivity and efficiency
Dealing with production demands efficiency which is a key fact that the company enjoys.

The organizational output within Unilever is customer based product. The output is based on the diversity and demand of the market. The practice has increased the productivity and efficiency . Dealing with production demands efficiency which is a key fact that the company enjoys.

9

Value Chain Activities to improve Ooutput
Inbound logistics
Operations
Outbound logistics
Sales and marketing.

Product Attributes
The distribution of quality products is the basic issue of concern in this case.
The focus is more on increasing the return rates.
The reliability of the products is the other factor.
The safety involved in its use makes it popular

The distribution of quality products is the basic issue of concern in this case. The focus is more on increasing the return rates. The reliability of the products is the other factor. The safety involved in its use makes it popular
11

Improvements to Value Chain
The improvement of customer relations needs to be done.
The focus is reflecting on positive ideals that needs to be practiced and reflected on.
The other measure is the creation of good public relations.
The measure is focused on the development of a positive brand image.

The improvement of customer relations needs to be done.The focus is reflecting on positive ideals that needs to be practiced and reflected on. The other measure is the creation of good public relations. The measure is focused on the development of a positive brand image.
12

Managing Ethically
Ethical Implications
It leads to employee motivation.
It leads to the promotion of fairness.
Respect for others is developed within the organization.
It improves the trustworthiness and loyalty to the company.

It leads to employee motivation. It leads to the promotion of fairness. Respect for others is developed within the organization. It improves the trustworthiness and loyalty to the company.
13

Criteria of Pushing Employees to work better
The application of informed consent
The application of confidentiality is also important
The assessment of the relevant components
The use of anonymity is also effective.

The application of informed consent. The application of confidentiality is also important. The assessment of the relevant components. The use of anonymity is also effective.

14

Employee Layoff
Offering flexibility
Prioritizing the happiness of employees
Keeping the compensation and benefits current
Hiring the correct employees.

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