Did you know that the Baldrige Excellence Framework is routinely updated every two years? What impresses me is the intentional focus that the Baldrige Program for Performance Excellence (BPEP) has on modeling so many of the Baldrige concepts in this improvement effort.
Let’s first take a look at the Core Values and Concepts, which serve as “the foundation for integrating the key performance and operational requirements within a results-oriented framework that creates a basis for action, feedback, and ongoing success.”
Core Values and Concepts
Systems Perspective – The entire framework is open for review and recommendations. When we discuss potential changes to the current criteria, we do so in the context of where else in the framework might that have an impact?
Visionary Leadership – We look at emerging trends, themes, and concepts that may emanate from industry leaders, academics, futurists, and researchers. However, we want to ensure that these reflect the leading edge of validated leadership and performance practices, rather than passing fads or short-lived buzzwords.
Customer-focused Excellence – BPEP casts a wide net to include as many customers and stakeholders as possible in soliciting input.
Valuing People – There is strong recognition in the Baldrige community that excellence can’t be achieved without the efforts of engaged employees aligned with the mission, vision, and values of the organization.
Agility and Resiliency – These two concepts have become vital to organizations’ survival and even thriving during this pandemic. How do we incorporate these into future versions of the criteria without them being triggered by a crisis?
Organizational Learning – As the speed of change keeps accelerating, the ability to continue to learn across a wide range of topics including Artificial Intelligence (AI), technology, climate change, global market influences, etc. becomes increasingly important.
Focus on Success and Innovation – Innovation is often encouraged by a culture that includes all of the above concepts along with a certain curiosity and tolerance for intelligent risk. How do we balance those with a focus on success?
Management by Fact – Long a tenet of the Baldrige Excellence Framework, how do we deal with the data overload to provide useful information that allows us to make informed decisions without succumbing to analysis paralysis?
Societal Contributions – This concept has continued to evolve over time as we now look at how the criteria can more substantively address climate change; political uncertainty; diversity, equity, and inclusion; and the increasing socio-economic gaps in our society reflected by broad divides in health care access and outcomes, educational attainment, wage equity, and fair housing.
Ethics and Transparency – What does this mean today, and does it depend on the sector? Many laws and regulations were put into place in the fallout of Enron and Tyco, but the claims of unethical behavior across multiple industries and entities, including the government, seem to be increasing rather than being in check.
Delivering Value and Results – Value should be determined by the customers of the products and services but often appears to be held hostage to the demands of shareholders and their incentivized executives in publicly traded companies. How do we create criteria that truly reinforce balance across the often-competing demands of the stakeholders?
How You Can Contribute
It isn’t too late to get your ideas and recommendations into the considerations for future revisions. Send your ideas and suggestions to:
iday@nist.gov before the end of June.