The Centre of Organisational Excellence Research (COER) is pleased to release a research report that investigated the Organisational Excellence Architecture (OEA) required to facilitate and accelerate an organisation’s business excellence journey. OEA refers to the formal support structure, resources, processes, and assessment tools used to assist the implementation of business excellence within an organisation. The purpose of the research was to gain clarification and consensus on what is OEA, its importance, and to develop an OEA model (figure 1) that can guide organisations on how to implement business excellence.


The research took place between November 2020 to November2021 and in total, 48 organisations from 15 countries participated by completing a survey, 23 of these also participated in structured interviews. The research is being conducted as part of a PhD programme that began in 2020 and is planned to be completed in 2023.
As the research aimed to investigate business excellence practices of mature business excellence organisations, 81% of participants were at a mature or higher level of business excellence maturity. However, for statistical analysis, the respondents were further categorised into three categories: Leading to World-class, Progressing to BE Mature, and Low BE Mature organisations. All findings of the research are presented as per these classifications.
The key findings of the research are as follows:

  • Business excellence mature organisations are more structured, organised and exhibit more leadership commitment towards business excellence than low business excellence mature organisations. There is an opportunity for low business excellence mature organisations to learn best practices exercised by high business excellence mature organisations in organising internal business excellence structures, resources, business excellence processes and business excellence assessments, as highlighted in the report.
  • We have identified that business excellence mature organisations practice regular/annual assessments, unlike low business excellence mature organisations where assessments are conducted at two to three-year intervals.
  • This study identified that business excellence mature organisations primarily use external consultants for specific training or assessments. However, results also established that most of the high business excellence mature organisations acquired internal capabilities to manage business excellence activities without any external dependencies.
  • Results from this research validated the conceptual model of OEA. Most respondents either ‘strongly agreed’ or ‘agreed’ on the factors presented in the conceptual OEA model. 87% agreed that the level of business excellence maturity influences the implementation of OEA with slightly lower agreement rates for the other factors: 81% for organisation size, 79% for speed (with which the organisation wanted to implement business excellence and/or achieve improved results), and 69% for industry type.
  • Due to its practical and academic value, most of our participants rated this research with high importance. Survey results reveal that the proposed research on business excellence implementation is important for the participants and other organisations. 77% of participants said that this research is either important (42%) or very important (35%) for them and other organisations. 17% marked this research as moderately important and only 6% of participants suggested that this research is slightly important.

During the data collection process, we have identified some other areas which need further investigation. We identified the use of a new practice of online/real-time assessment tools by BE mature organisations that helps organisations to fast-track their assessment process. This practice enables assessors at any point in time to undertake a BE assessment with up-to-date content for assessment in the online system. In addition to this, we have also identified an opportunity to explore how business excellence organisations align their organisations’ strategic and technical projects to the excellence criteria. We plan to investigate real-time assessment and criteria for selecting projects in our next round of research.

To collect more data from the business excellence organisations, we have decided to keep our survey open to allow more organisations to participate. The survey can be accessed at https://blog.bpir.com/business-excellence/calling-all-business-excellence-award-winners-and-applicants-an-opportunity-to-participate-in-leading-edge-research-on-achieving-sustaining-performance-excellence-survey-now-live/

Please feel free to reach Atif Baig at a.baig@massey.ac.nz or Dr Robin Mann at r.s.mann@massey.ac.nz for any further clarification.


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Posted by: BPIR.com
Author: BPIR.com
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BPIR Category : 14.3.4 Conduct a business excellence assessment.
14.3.3 Implement an org-wide continuous improvemnt program
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