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In Consideration Of Using This Model, Organisations Should Take Care To ...
In consideration of using this model, organisations should take care to ensure that their internal design teams (or external consultants) are able to deploy such best practice in their work. Failure to do so could compromise the long term success of the initiative.
The Business Excellence Model (EFQM)
The Balanced Scorecard, in its four perspectives downplays the importance of other stakeholders, such as suppliers and employees. The EFQM Excellence Model is a framework designed for helping organisations in their drive towards being more competitive. This framework is a practical tool to help organisations measure where they are on the path to excellence; helping them understand the gaps; and developing solutions to bridge those gaps. Unlike the Balanced Scorecard approach this is not a cause and effect model, it is a gap analysis tool.
The model is comprised of nine criteria, five ‘enablers' and four ‘results'. It is based on the principle that the five key enablers of excellence which are leadership, strategy, people, processes, partnerships and resources; enable excellent organisational performance. These are then translated into performance results and are used as indicators of progress towards the organisation's aims and objectives.
The strength of this model in comparison to the Scorecard approach is that it is not only a holistic approach; it is also an approach that fits in well with various existing improvement tools within an existing framework. So employee development techniques and even those that look at streamlining organisational processes for example. In doing so identifies strengths and areas for improvement, against the five enablers identified above.
However this model is not without its drawbacks, as according to Eskildsen and Kristensen (2001) implementation requires a rigorous self assessment process, which is carried out subjectively, meaning that there is often some variance between users. In addition it is argued that the model can not be as effective in its execution as the enablers are set against a criterion (best practice) which is not specific to the organisation implementing the system.
The Balanced Scorecard versus The Business Excellence Model
Both tools allow organisations to identify a limited number of performance measurements that together inform the individual units about the performance of the organisation for which they are responsible. The key differences between these two models are the ideas about organisational performance. In other words the Scorecard approach assesses performance of selected activities believed to be core contributors to the achievement of specific goals of the organisation. That is a shared strategic vision, working backwards to define the priority strategic activities and outcomes that need to occur to achieve that success.
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