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From Baldrige Performance Excellence Program. 2019. 2019–2020 Baldrige Excellence Framework: Leadership and Management Practices for High Performance. Gaithersburg, MD: U.S. Department of Commerce, National Institute of Standards and Technology. https://www.nist.gov/ baldrige
Criteria for Performance ExcellenceBegin with the Organizational ProfileThe Organizational Profile is the most appropriate starting point for self-assessment and for writing an application. It is criti-cally important for the following reasons: • You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or no information is available, use these topics for action planning
• It sets the context for understanding your organization and how it operates, and allows you to address unique aspects of your organization in your responses to the Baldrige Criteria questions in categories 1–7. Your responses to all other questions in the Criteria should relate to the organizational context you describe in this profile
• It helps you identify gaps in key information about your organization and focus on key performance requirements and results
P Organizational ProfileThe Organizational Profile is a snapshot of your organization and its strategic environment
P.1 Organizational Description: What are your key organizational characteristics? a. Organizational Environment (1) Product Offerings What are your main product offerings (see the note on the next page)? What is the relative importance 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 profile? 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; accredita- tion, certification, or registration requirements; industry standards; and environmental, financial, 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? (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? (Continued on the next page)4 2019–2020 Criteria for Performance Excellence (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 organization? What are your key supply-network requirements? Terms in small caps are defined in the Glossary of Key Terms (pages 46–53)
NotesP.1a(1). Product offerings are the goods and services guidance. For some nonprofit (including government) organi-you offer in the marketplace. Mechanisms for delivering zations, governance and reporting relationships might includeproducts to your customers might be direct or might be relationships with major funding sources, such as grantingindirect, through dealers, distributors, collaborators, or chan- agencies, legislatures, or foundations
nel partners. Nonprofit (including government) organizations P.1b(1). The Organizational Profile asks for the “what” ofmight refer to their product offerings as programs, projects, your leadership system (its structures and mechanisms)
or services. Questions in categories 1 and 5 ask how the system is used
P.1a(2). If your organization has a stated purpose as well P.1b(2). For some nonprofit (including government) organiza-as a mission, you should include it in your response. Some tions, customers might include members, taxpayers, citizens,organizations define a mission and a purpose, and some use recipients, clients, and beneficiaries, and market segmentsthe terms interchangeably. In some organizations, purpose might be referred to as constituencies. For government agencies,refers to the fundamental reason that the organization the legislature (as a source of funds) may be a key stakeholder
exists. Its role is to inspire the organization and guide itssetting of values. P.1b(2). Customer groups might be based on common expectations, behaviors, preferences, or profiles. Within aP.1a(2). Your values are part of your organization’s culture. group, there may be customer segments based on differ-Other characteristics of your organizational culture might ences, commonalities, or both. You might subdivide yourinclude shared beliefs and norms that contribute to the market into segments based on product lines or features,uniqueness of the environment within your organization. distribution channels, business volume, geography, or otherP.1a(3). Workforce or employee groups and segments defining factors
(including organized bargaining units) might be based on P.1b(2). Customer, stakeholder, and operational require-type of employment or contract-reporting relationship, ments and expectations will drive your organization’slocation (including telework), tour of duty, work environ- sensitivity to the risk of product, service, support, andment, use of certain family-friendly policies, or other factors. supply-network interruptions, including those due to naturalOrganizations that also rely on volunteers and interns to disasters and other emergencies
accomplish their work should include these groups as partof their workforce. P.1b(3). Your supply network consists of the entities involved in producing your products and services and deliv-P.1a(5). In the Criteria, industry refers to the sector in which ering them to your customers. For some organizations, theseyou operate. Industry standards might include industrywide entities form a chain, in which one entity directly suppliescodes of conduct and policy guidance. For nonprofit (includ- another. Increasingly, however, these entities are interlinkeding government) organizations, this sector might be charitable and exist in interdependent rather than linear relationships
organizations, professional associations and societies, religious The Criteria use the term supply network, rather thanorganizations, or government entities—or a subsector of one supply chain, to emphasize the interdependencies amongof these. Depending on the regions in which you operate, organizations and their suppliers
environmental regulations might cover greenhouse gasemissions, carbon regulations and trading, and energy For additional guidance on this item, see the Criteriaefficiency. Commentary (https://www.nist.gov/baldrige/baldrige -criteria-commentary)
P.1b(1). The governance or oversight structure for privatelyheld businesses, nonprofit organizations, and governmentagencies may comprise an advisory board, a family council,or local/regional leaders who are assembled to provideOrganizational Profile 5 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 indus- try? 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 46–53)
NotesP.2a. Nonprofit organizations must often compete with other P.2c. The Baldrige Scoring System (pages 29–34) usesorganizations and alternative sources of similar services to performance improvement through learning and integrationsecure financial and volunteer resources, membership, visibility as a dimension in assessing the maturity of organizationalin appropriate communities, and media attention. approaches and their deployment. This question is intendedP.2b. Strategic challenges and advantages might be in the to set an overall context for your approach to performanceareas of business, operations, societal contributions, and improvement. The approach you use should be related toworkforce. They might relate to products, finances, organi- your organization’s needs. Approaches that are compatiblezational structure and culture, emerging technology, digital with the overarching systems approach provided by theintegration, data and information security, brand recognition Baldrige framework might include implementing a Leanand reputation, your supply network, globalization, and the Enterprise System, applying Six Sigma methodology, usingenvironment and climate. Throughout the Criteria, “business” PDCA methodology, using standards from ISO (e.g., therefers to a nonprofit (or government) organization’s main mis- 9000 or 14000 series, or sector-specific standards), usingsion area or enterprise activity. decision science, or employing other improvement tools
For additional guidance on this item, see the Criteria Commentary (https://www.nist.gov/baldrige/baldrige -criteria-commentary)
6 2019–2020 Criteria for Performance Excellence
Baldrige. Begin with the Organizational Profile. The Organizational Profile is the most appropriate starting point for self-assessment and for writing an application. It is criti-cally important for the following reasons: • You can use it as an initial self-assessment. If you identify topics for which conflicting, little, or no information is
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It is based on the Baldrige Excellence Framework and its Criteria for Performance Excellence. Use the Excellence Builder to assess your organization against the most important features of organizational performance excellence and learn about the Baldrige Excellence Framework.