(Companion document to: Leader Dialogue Podcast Session #66) Authored by: Leader Dialogue hosts – Charles Peck, MD, FACS and Ben Sawyer MBA, PT, OCS, LBB Workforce
The final category of the Baldrige framework is the most difficult category to score well in, and it also carries a significantly higher weight than
The Operations domain of the Baldrige framework is reflected in the Organizational Effectiveness layer of the Organizational Hierarchy of Needs. Baldrige focuses on all aspects
Like the other categories ofthe Baldrige framework, the Workforce domain has a direct correlation with the Organizational Hierarchy of Needs, specifically Colleague Engagement. The Baldrige framework
NumerousBaldrigeexaminers and consultants have expressed that most Baldrige applicants struggle with Category 4 (this one, MAKM) and Category 7 (Results) more than any other, yet
Creating Customer Value drives financial viability, but as previously stated, is often assumed instead of quantitatively analyzed. When organizations have clarity in purpose, even customers
The Baldrige framework assesses both the development and the implementation of organizational strategy. A cascading scorecard for strategy deployment is ineffective if the organizational purpose
Baldrige is intentional in the ordering of its seven categories, and leadership is first because it frames the success of the organization, as well as the
It is not enough for organizations to have a strategy; they must also be able to seamlessly execute upon that strategy. Effective strategy execution requires
Failure in business is abundant. 80% In fact, 80% of entrepreneurs fail within the first 18 months.¹ This is for many reasons, such as, lack
“Find a need and fill it”. That is the idea behind creating high-demand services and/or products. Ensure that your product and/or service development and delivery
Every organization has a playbook. The playbook represents what your organization believes will be a winning strategy. Execution is the challenge of course, as every
In a recently published article in the Harvard Business Review titledHow the Most Successful Teams Bridge the Strategy Execution Gap, Nathan Wilta and Orla Leonard
An organization’s operations function is responsible for execution of the organization’s playbook. Achieving operational efficiency then involves all departments, units or functional groups, teams, and
No organization functions in a vacuum. Productive partnerships of various types are necessary to succeed in any market. A few examples include: Channel Partnerships A
Profitability is driven from the value equation: Demand + Efficiency + Efficacy = Profitability. Demand begins with a deep understanding of your market. It answers
The effective engagement flywheel provides an infrastructure to harness the power of an organization’s purpose to consistently deliver remarkable results and build customer loyalty. Each
1. Tap into Demand Building customer demand and loyalty starts with the clarification of the organizational purpose, or ‘WHY’. Author Simon Sinek wrote a book
In general, associates need the following to be satisfied in the workplace (top 10 list): To be heard To be safe To be paid fairly
Classic management theory teaches that authority and responsibility are intertwined and should be delegated accordingly. The theory is that if you have a properly trained
Great relationships: We know from Gallup research that people join an organization and leave a boss. A dissonant relationship with one’s boss is downright painful.
