2019 2020 Baldrige Excellence Framework

Summary

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 Excellence
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 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 Profile
The 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)

Notes
P.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 include
products to your customers might be direct or might be relationships with major funding sources, such as granting
indirect, 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” of
might 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 segments
the 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 its
setting of values. P.1b(2). Customer groups might be based on common
expectations, behaviors, preferences, or profiles. Within a
P.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 your
include 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 other
P.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’s
location (including telework), tour of duty, work environ- sensitivity to the risk of product, service, support, and
ment, use of certain family-friendly policies, or other factors. supply-network interruptions, including those due to natural
Organizations that also rely on volunteers and interns to disasters and other emergencies

accomplish their work should include these groups as part
of 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, these
you operate. Industry standards might include industrywide entities form a chain, in which one entity directly supplies
codes of conduct and policy guidance. For nonprofit (includ- another. Increasingly, however, these entities are interlinked
ing 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 than
organizations, or government entities—or a subsector of one supply chain, to emphasize the interdependencies among
of these. Depending on the regions in which you operate, organizations and their suppliers

environmental regulations might cover greenhouse gas
emissions, carbon regulations and trading, and energy For additional guidance on this item, see the Criteria
efficiency. Commentary (https://www.nist.gov/baldrige/baldrige
-criteria-commentary)

P.1b(1). The governance or oversight structure for privately
held businesses, nonprofit organizations, and government
agencies may comprise an advisory board, a family council,
or local/regional leaders who are assembled to provide
Organizational 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)

Notes
P.2a. Nonprofit organizations must often compete with other P.2c. The Baldrige Scoring System (pages 29–34) uses
organizations and alternative sources of similar services to performance improvement through learning and integration
secure financial and volunteer resources, membership, visibility as a dimension in assessing the maturity of organizational
in appropriate communities, and media attention. approaches and their deployment. This question is intended
P.2b. Strategic challenges and advantages might be in the to set an overall context for your approach to performance
areas of business, operations, societal contributions, and improvement. The approach you use should be related to
workforce. They might relate to products, finances, organi- your organization’s needs. Approaches that are compatible
zational structure and culture, emerging technology, digital with the overarching systems approach provided by the
integration, data and information security, brand recognition Baldrige framework might include implementing a Lean
and reputation, your supply network, globalization, and the Enterprise System, applying Six Sigma methodology, using
environment and climate. Throughout the Criteria, “business” PDCA methodology, using standards from ISO (e.g., the
refers to a nonprofit (or government) organization’s main mis- 9000 or 14000 series, or sector-specific standards), using
sion 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

Download Now

Documemt Updated

Popular Download

• › 211 Application For Award For Date Claim Received Irs Tax
• › 2022 2023 Course Catalog
• › 2022 2023 College Catalog Eastern Gateway Community
• › 2022 Oda Annual Session Registration Form
• › 2019 Editable Monthly Calendar Template
• › 2019 Yearly Calendar Template Powerpoint Kdepluscz
• › 2008 2009catalogindd 2 111008 85302 Am
• › 2022 Form 1042 S Irs Tax Forms
• › 2021 Form 1040 Nr Irs Tax Forms
• › 2021 Tax Information T Rowe Price Funds
• › 2022 Form W 4 City University Of New York
• › 2022 Pa 40 Es Partnership Pa S Corporation
• › 24 X 36 Printing Template Imagekrafters Printing Co
• › 21 Guide To Data Mapping James Bell Associates
• › 2022 2023 Federal Teach Grant Application
• › 2018 Sierra Gmc
• › 2015 Chevrolet Corvette Brochure Auto Trends
• › 2022 Seed Guide New Cooperative Inc
• › 2021 Monthly Calendar Calendarlabs
• › 2019 2020 Baldrige Excellence Framework

Frequently Asked Questions

How long has the baldrige excellence framework been used?

For nearly 30 years, the Baldrige Excellence Framework has empowered organizations to accomplish their missions, improve results, and become more competitive. The Baldrige Excellence Framework includes the Criteria for Performance Excellence, core values and concepts, and guidelines for evaluating your processes and results.

What is the baldrige leadership and performance management framework?

This leadership and performance management framework includes the world-renowned Criteria for Performance Excellence, core values and concepts, and guidelines for evaluating your processes and results. The 2019-2020 Baldrige framework features a renewed focus on

What is the best way to learn baldrige excellence?

The Baldrige Excellence Builder PDF is another way to get started. 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.

What is the excellence builder based on?

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.