• 8 countries follow an exact copy of the Baldrige Criteria for Performance Excellence
• 31 follow an exact copy of the EFQM Excellence Model
• 9 follow a tailored version of the Baldrige Criteria for Performance Excellence
• 9 follow a tailored version of the EFQM Excellence Model
• 18 have unique models
• 12 have a model based on a combination of other models
• 10 are unknown
• 9 countries have more than one model that is promoted.

• Companies reported that business excellence had a major impact on their competitiveness and performance.
• Companies indicated that the frameworks were relevant for long-term competitiveness and sustainability, and only minor changes to the design of the frameworks (if any) were needed.
• Time and effort should be put into making the frameworks simpler to understand; the value of the frameworks needs to be more clearly communicated.
• Innovation—and how it relates to business excellence—needs to be more clearly explained to companies.
• Companies want increased assistance with benchmarking and learning from best practices.
• While awards are important, they are for recognition and not the prime motivator for the majority of companies. The prime motivator is to “become world-class”.

I will report, in more detail, on the findings from this study in the near future.

All the best
Dr Robin Mann,  Commercial Director and Part-Owner, BPIR.com Limited, r.s.mann@massey.ac.nz