EFQM Model

The

EFQM Model

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About EFQM

EFQM is an innovative, not-for prot

organisation, fusing data-driven insights,

curated learning and development

and networking opportunities for the

benet of organisations and individuals

worldwide.

Working across international borders, we

support leaders as they manage cultural

change and transformation to deliver

performance improvements and benets

for their key stakeholders.

Through our carefully designed portfolio

of products and services, we provide

a looking glass for organisations and

individuals to examine where they are and

to help put a spotlight on where action is

required.

By becoming a successful partner to

organisations around the world, we can

deliver on our own ambition – to build a

better future for people, for communities

and for organisations themselves.

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or

by any means (be this electronically, mechanically, through photocopy or recording, or otherwise)

without either the prior written permission of, or a license permitting restricted copying and use for a

third party, from the publisher.

The EFQM Model

Sponsors

The EFQM Model 1

About EFQM

1 Introducing the EFQM Model

1.1 Guiding Principles that shaped the EFQM Model

1.2 Research Findings that shaped the EFQM Model

1. The EFQM Model: Concept & Structure

2 The EFQM Model

Direction

Criterion 1: Purpose, Vision & Strategy

Criterion 2: Organisational Culture & Leadership

Execution

Criterion : Engaging Stakeholders

Criterion 4: Creating Sustainable Value

Criterion 5: Driving Performance & Transformation

Results

Criterion : Stakeholder Perceptions

Criterion : Strategic & Operational Performance

3 TheEFQMDiagnoscTool:RADAR

.1 Introduction

.2 Applying RADAR for Direction & Execution

. Applying RADAR for Results

.4 Scoring using the RADAR Matrix Charts

4 Glossary

5 Acknowledgements

5.1 Introduction

5.2 EFQM Core Team

5. Survey Respondents

5.4 EFQM Vienna Forum Workshop Participants

5.5 C-Suite Interviewees

5. Co-Development Testing Organisations

5. Translators

5.8 EFQM Ofce

6 Further Help

Contents

The EFQM Model 2

Since its inception, the EFQM Model has provided

a blueprint for organisations across and beyond

Europe to develop a culture of improvement and

innovation.

Now, through the application of up-to-date content,

insightful data, a new language and a fresh look

at megatrends and various global shifts that are

reshaping the world we live in, the EFQM Model

provides a modern reection of what good looks

like right now.

To co-create the new EFQM Model, we surveyed

nearly 2 change experts, facilitated 24

workshops internally, spoke face to face with

leaders in over  diverse organisations and

created a core team of experts and contributors

from across industries and academia.

Through this unique collaboration, we were able to

craft, prototype and perfect a exible framework

that’s t for purpose and which helps organisations

recode their ways of working, both in the short and

long term.

1 Introducing the EFQM Model

The EFQM Model 

Built on design thinking, the new Model has shifted

from being a simple assessment tool to one that

offers a vital framework and methodology to help

with the changes, transformation, and disruption

that individuals and organisations face every day.

Simply put, the EFQM Model will help your

organisation achieve success by measuring where

you are on the path to creating sustainable value.

It will help you understand the gaps and possible

solutions available, empowering you to progress

and signicantly improve your organisation’s

performance.

The EFQM Model 4

The EFQM Model not only remains

relevant but continues to set the

management agenda for any organisation

wanting a long term, sustainable future.

DIRECTION

RESULTS EXECUTION

PURPOSE,

VISION &

STRATEGY

ORGANISATIONAL

CULTURE &

LEADERSHIP

ENGAGING

STAKEHOLDERS

CREATING

SUSTAINABLE

VALUE

DRIVING

PERFORMANCE &

TRANSFORMATION

STRATEGIC &

OPERATIONAL

PERFORMANCE

STAKEHOLDER

PERCEPTIONS

ORGANISATION

1 Introducing the EFQM Model

1.1 Guiding Principles that

shaped the EFQM Model

The EFQM Model 5

Given that the birthplace of the Foundation

is Europe, it is not surprising to nd that this

most recent update of the EFQM Model,

like its predecessors, acknowledges the

existence of a set of European Values, best

expressed in:

• The EU Charter of Fundamental Rights

• The European Convention on Human

Rights

• The European Union Directive 28EC

• The European Social Charter.

The Foundation also recognises the role

that organisations can play in supporting the

goals of the United Nations and these goals

have also helped to shape this latest edition

of the EFQM Model:

• The United Nations Global Compact

(2). Ten principles for sustainable

and socially responsible business.

www.unglobalcompact.org

• The United Nations 1 Sustainable

Development Goals are a call for action

by all countries to promote social equity,

sound governance and prosperity while

protecting the planet.

There is an assumption and expectation

that any organisation using the EFQM

Model will respect and act upon the essence

of the messages contained in the above,

regardless of whether it is legally obliged

to do so or not.

The EFQM Model, a globally recognised

framework that supports organisations

in managing change and improving

performance, has experienced a number of

improvement cycles over the years to make

sure that it not only remains relevant but

continues to set the management agenda

for any organisation wanting a long term,

sustainable future.

Whilst the specic content and visual

identity of the EFQM Model may have

changed over time, what has not changed

are the underlying principles on which

it is based. Regardless of the sie of the

organisation or whether it is public, private

or third sector, these principles are as

important today as they have ever been

and this latest edition of the EFQM Model

is no different in continuing to stress the

importance of:

• The primacy of the customer

• The need to take a long term,

stakeholder centric view

• Understanding the cause and effect

linkages between why an organisation

does something, how it does it and what it

achieves as a consequence of its actions.

www.un.orgsustainabledevelopmentsustainable-development-goals

The EFQM Model 

These outcomes, summarised on these

two pages, helped to shape the content

and structure of the Model described on the

following pages:

EFQM undertook a number of separate

but connected research initiatives between

uly 218 and May 21 to help it identify

the necessary improvements to be made

if its Model was to be acknowledged as

leading edge. The outcomes from the

different research initiatives identied a

number of signicant changes in the way

organisations have worked in the past

and now need to work in the future if they

are to remain relevant and, ultimately, be

recognised as outstanding.

An organisation, as well as creating and delivering

sustainable value propositions for its stakeholders,

in most cases its customers, also has a duty of care

to the ecosystem in which it operates. Delivering value

and enhancing performance for any organisation is of

course necessary, but it is not sufcient. The economic,

environmental and social conditions within the

ecosystem in which it operates must also be taken

into account and taken seriously

The need for a different type of Leadership style,

less hierarchical, less command and control, more

collaborative

1 Introducing the EFQM Model

1.2 Research Findings that

shaped the EFQM Model

The EFQM Model 

The imperative of taking a different approach to

working with the People that an organisation employs,

recognising the value inherent in working with a more

diverse population

A mindset for creativity and innovation, including

disruptive thinking, is an essential ingredient in helping

an organisation generate increased value and improved

levels of performance

Developing a culture based on Co-creation rather than

win-lose in an organisation’s relationship(s) with others

in its ecosystem

The ability to identify and then respond in an agile,

effective and efcient manner to the opportunities and

threats that exist within the organisation’s ecosystem

Nowadays, more than ever, an organisation has to

deal with managing two challenges in parallel, the

effective management of change and, at the same time,

managing today’s operations. Successfully managing

this dilemma helps an organisation in its drive to be t

for the future

The EFQM Model 8

1 Introducing the EFQM Model

1. The EFQM Model:

Concept & Structure

The strategic nature of the EFQM Model,

combined with its focus on operational

performance and a results orientation,

makes it the ideal framework for testing

the coherence and alignment of an

organisation’s ambitions for the future,

referenced against its current ways of

working and its responses to challenges

and pain-points.

DIRECTION

RESULTS EXECUTION

PURPOSE,

VISION &

STRATEGY

ORGANISATIONAL

CULTURE &

LEADERSHIP

ENGAGING

STAKEHOLDERS

CREATING

SUSTAINABLE

VALUE

DRIVING

PERFORMANCE &

TRANSFORMATION

STRATEGIC &

OPERATIONAL

PERFORMANCE

STAKEHOLDER

PERCEPTIONS

ORGANISATION

The EFQM Model 9

Using it provides the opportunity to see the

whole, to take the holistic perspective and

appreciate that an organisation is a complex

but, at the same time, an organised system.

ust like the world at large, an organisation

should not be seen as linear, mechanical

and predictable, rather it is far better

understood as a complex adaptive system,

made up of interdependent humans in a

dynamic living world.

Any organisation using the EFQM Model:

• Recognises that it does not operate in a

vacuum. It understands that it is part of a

larger, complex ecosystem in which other

players, known and unknown, can help

or hinder its progress and that it is in its

own interest to engage with and maximise

the opportunity to learn and grow from

others within its ecosystem

• Accepts the opportunity to act as a Leader

in its sphere of inuence, behaving as an

inspiration to others and demonstrating

what can be achieved for the benet of

others as well as itself

• Understands that it will face ever-

increasing speeds and volumes of change

and that it must be prepared to anticipate,

address and respond appropriately,

embracing the challenge of managing for

today, and at the same time, forecasting

the future and making sure it is prepared

for it.

The EFQM Model structure is based on the

simple but powerful logic of asking three

questions:

• “Why” does this organisation exist?

What Purpose does it full? Why this

particular Strategy? (Direction)

• “How” does it intend to deliver on its

Purpose and its Strategy? (Execution)

• “What” has it actually achieved to

date? “What” does it intend to achieve

tomorrow? (Results).

Central to the rationale of the EFQM Model,

the “red thread”, is the connection between

the Purpose and Strategy of an organisation

and how that is used to help it Create

Sustainable Value for its most important

Stakeholders and deliver outstanding

Results.

 A stakeholder is a person, group or organisation that has a direct

or indirect stake or interest in the organisation, its activities and

performance, because it can either affect the organisation or be

affected by it. Examples of external stakeholders include owners

(shareholders), customers, suppliers, partners, government

agencies and representatives of the community or the wider

society. Examples for internal stakeholders are people or groups of

people. An outstanding organisation considers the needs, demands,

requests and expectations of the stakeholders in its ecosystem,

balances them, and evaluates its performance in relation to its

most important stakeholders, its “Key Stakeholders”.

DIRECTION

Positioning statement

For an organisation to achieve and sustain

outstanding results that meet or exceed the

expectations of its stakeholders it:

• Denes an inspiring Purpose

• Creates a Vision that is aspirational

• Develops a Strategy that is centred

on Creating Sustainable Value

• Builds a winning culture.

This Direction setting prepares the way forward

for the organisation to be seen as a leader in its

ecosystem and well positioned to execute its plans

for the future.

2 The EFQM Model

The EFQM Model 10

DIRECTION

PURPOSE,

VISION &

STRATEGY

ORGANISATIONAL

CULTURE &

LEADERSHIP

ORGANISATION

The EFQM Model 11

The EFQM Model 12

Criterion 1

Purpose, Vision

& Strategy

Positioning statement

An outstanding organisation

is dened by a Purpose that

inspires, a Vision that is

aspirational and a Strategy

that delivers.

The Purpose of the organisation:

•

Explains why its work is important

•

Sets the scene for it to create and deliver

sustained value for its stakeholders

•

Provides a framework in which it takes

responsibility for its contribution to, and

impact on, the ecosystem in which it

operates.

The Vision of the organisation:

•

Describes what the organisation is

attempting to achieve in the long-term

•

Is intended to serve as a clear guide

for choosing current and future courses

of action

•

Provides, along with the organisation’s

Purpose, the basis for setting the Strategy.

The Strategy of the organisation:

•

Describes how it intends to full its

Purpose

•

Details its plans to achieve the strategic

priorities and move closer to its Vision.

1.1 Dene Purpose & Vision

1.2 Identify & Understand Stak eholders Needs

1.3 Understand the Ecosystem,

own Capabilities & Major Challenges

1.4 Develop Strategy

1.5 Design & Implement a Go vernance &

Performance Management System

2 The EFQM Model

DIRECTION continued

The EFQM Model



Criterion 2

Organisational

Culture

& Leadership

Positioning statement

Organisational Culture is the

specic collection of values

& norms that are shared by

people and groups within an

organisation that inuence,

over time, the way they behave

with each other and with

Key Stakeholders outside

the organisation.

Organisational leadership relates

to the organisation as a whole

rather than any individual or team

that provides direction from the

top. It is about the organisation

acting as a leader within its

ecosystem, recognised by others

as a role model, rather than

from the traditional perspective

of a top team managing the

organisation.

In an outstanding organisation, leadership

is positioned as an activity not a role and

leadership behaviours are evident across

all levels and parts of the organisation. This

role model leadership behaviour inspires

others, reinforces, and when necessary,

adapts the values and norms, helping to steer

Organisational Culture.

An organisation that aspires to be recognised

as outstanding, a leader within its ecosystem,

achieves success through a focus on the

following activities:

2.1 Steer the Organisation’s

Culture & Nurture Values

2.2 Create the Conditions for Realising Change

2.3 Enable Creativity & Innovation

2.4 Unite Behind & Engage in Purpose,

Vision & Strategy

2 The EFQM Model

DIRECTION continued

EXECUTION

ENGAGING

STAKEHOLDERS

CREATING

SUSTAINABLE

VALUE

DRIVING

PERFORMANCE &

TRANSFORMATION

ORGANISATION

2 The EFQM Model

The EFQM Model 14

EXECUTION

Positioning statement

For an organisation to achieve and sustain

outstanding results that meet or exceed the

expectations of its Stakeholders it is necessary,

but not sufcient, for it to:

• Dene an inspiring Purpose

• Create a Vision that is aspirational

• Develop a Strategy that is centred

on Creating Sustainable Value

• Build a winning culture.

The Direction setting as outlined above, prepares

the way forward for the organisation, but it then

needs to execute its Strategy effectively and

efciently, ensuring that it:

• Knows who the stakeholders are in its

ecosystem and engages fully with those

that are Key to its success

• Creates Sustainable Value

• Drives the levels of performance necessary

for success today and, at the same time,

drives the necessary improvement and

transformation if it is to be successful in

the future.

The EFQM Model 15

The EFQM Model



An outstanding organisation:

•

Identies the specic types and categories

within each of its Key Stakeholder Groups

•

Uses its understanding of Key

Stakeholders needs and expectations to

achieve continued engagement

•

Involves Key Stakeholders in deploying its

Strategy and Creating Sustainable Value

and recognises the contributions they

make

•

Builds, maintains and further develops the

relationship with Key Stakeholders based

on transparency, accountability, ethical

behaviour and trust

•

Works with its Key Stakeholders to

develop a common understanding and

focus on how, through co-development,

it can contribute to, and draw inspiration

from, the United Nations Sustainable

Development Goals and Global Compact

ambitions

•

Actively gathers the perceptions of its Key

Stakeholders rather than waiting for them

to make contact.

•

Evaluates its performance in relation to

Key Stakeholders needs and decides on

the appropriate actions to be taken to help

secure its future, as perceived by these Key

Stakeholders.

Criterion 3

Engaging

Stakeholders

Positioning statement

Having decided which

Stakeholders are the most

important to the organisation,

i.e. its Key Stakeholders, and

independent of the specic

groups identied, it is highly

likely that there is a degree

of similarity in applying the

following principles when

engaging with Key Stakeholders.

2 The EFQM Model

EXECUTION continued

The EFQM Model

1

In practice, we nd that an outstanding

organisation will include the following groups

in the classication of its Key Stakeholders:

3.1 Customers: Build Sustainable Relationships

3.2 People: Attract, Engage, Develop & Retain

3.3 Business & Gov erning Stakeholders – Secure

& Sustain Ongoing Support

3.4 Society: Contribute to Dev elopment,

Well-Being & Prosperity

3.5 Partners & Suppliers: Build Relationships &

Ensure Support for Creating Sustainable Value

The EFQM Model

The organisation’s clearly dened

Purpose, enriched by the Strategy, denes

for whom the organisation should be

Creating Sustainable Value. In most cases,

customers, segmented appropriately, are

the target group for Creating Sustainable

Value, although some organisations might

also focus on selected Key Stakeholders

within its Society or Business & Governing

Stakeholder segments.

An outstanding organisation acknowledges

that Key Stakeholder needs may change

over time and that it is important to collect

and analyse feedback to improve or change

their products, services or solutions.

The different elements to Creating

Sustainable Value are shown below in a

step by sequence. It is recognised that

the organisation’s plans for today and the

future may well run in parallel or overlap

at times, depending on the nature of the

organisation’s business.

4.1 Design the V alue & How it is Created

4.2 Communicate & Sell the V alue

4.3 Deliver the Value

4.4 Dene & Implement the Overall Experience

Criterion 4

Creating

Sustainable Value

Positioning statement

An outstanding organisation

recognises that Creating

Sustainable Value is vital for its

long-term success and nancial

strength.

2 The EFQM Model

EXECUTION continued

The EFQM Model

1

On the one side, it needs to continue

managing successfully the delivery of

its current business operations.

(“Driving Performance.”)

On the other side, there are constant changes

inside and outside the organisation that need

to be managed in parallel if it is to remain

successful. (“Driving Transformation.”)

The combination of Driving Performance &

Transformation conrms the necessity for

the organisation to deliver for today while

preparing for the future.

Major elements in enabling performance

& transformation are innovation and

technology, the ever-increasing importance

of data, information & knowledge and the

focussed use of critical assets and resources.

5.1 Drive Performance & Manage Risk

5.2 Transform the Organisation for the Future

5.3 Drive Innovation & Utilise Technology

5.4 Leverage Data, Information & Knowledge

5.5 Manage Assets & Resources

Criterion 5

Driving

Performance &

Transformation

Positioning statement

Now and in the future, an

organisation needs to be able to

meet the following two important

requirements at the same time to

become and remain successful.

2 The EFQM Model

EXECUTION continued

RESULTS

Positioning statement

What the organisation has achieved in relation

to what has been described in the Direction &

Execution sections, including the forecast for the

future. In practice we nd that an outstanding

organisation provides results data for:

• Stakeholder Perceptions

• Creating Sustainable Value

• Driving Performance & Transformation

2 The EFQM Model

The EFQM Model

2

RESULTS

STRATEGIC &

OPERATIONAL

PERFORMANCE

STAKEHOLDER

PERCEPTIONS

ORGANISATION

The EFQM Model

These perceptions could relate to past as well

as current Key Stakeholders and could be

obtained from a number of sources, including

surveys, focus groups, ratings, press or

social media, external recognition, advocacy,

structured review meetings, investor reports

and complimentscomplaints, including

feedback compiled by customer relationship

management teams.

In addition to the perceptions that a Key

Stakeholder may have of an organisation

based on personal experiences, perceptions

may also be shaped by the environmental

and social impact reputation of the

organisation. For instance, the degree to

which the organisation is perceived by its Key

Stakeholders as contributing successfully

to one or more of the United Nations

Sustainable Development Goals

and Global Compact ambitions.

Criterion 6

Stakeholder

Perceptions

Positioning statement

This criterion concentrates on

results based on feedback from

Key Stakeholders about their

personal experiences of dealing

with the organisation  their

perceptions .

2 The EFQM Model

RESULTS

The EFQM Model

2

In practice, we nd that an outstanding

organisation:

•

Knows how successful it is at executing

its Strategy to meet the needs and

expectations of its Key Stakeholders

•

Uses its analysis of past and current

performance to predict future

performance

•

Uses Key Stakeholder Perception

Results to stay informed and inuence

its current Direction and the Execution

of its Strategy.

Examples of Key Stakeholder Perception

Results and topics to be covered could

include, but are not listed in any priority order

or limited to:

• Customer Perception Results

• People Perception Results

• Business & Governing Stakeholders

Perception Results

• Society Perception Results

• Partners & Suppliers Perception Results

The EFQM Model

These results are used by the organisation to

monitor, understand and improve its overall

performance and to forecast the impact

this performance will have on both the

perceptions of its Key Stakeholders as

well as its future strategic ambitions.

Criterion 7

Strategic &

Operational

Performance

Positioning statement

This criterion concentrates

on results linked to the

organisation’s performance

in terms of:

• The ability to full its Purpose,

deliver the Strategy and

Create Sustainable Value

•Its tness for the future.

2 The EFQM Model

RESULTS continued

The EFQM Model

In practice, we nd that an outstanding

organisation:

•

Uses both nancial and non-nancial

indicators to help it measure its strategic

and operational performance

•

Understands the linkages between

Key Stakeholder perceptions and actual

performance and is able to predict, with

a high degree of certainty, how future

performance will evolve

•

Considers the current and future needs

and expectations of its Key Stakeholders

when deciding on the most appropriate

performance indicators to match its

strategic & operational objectives

•

Understands the cause and effect

relationships that impact on performance

and uses the results achieved to stay

informed and inuence its current

Direction & Execution

•

Uses the results currently being achieved

to forecast its future performance with

an expected degree of certainty.

Strategic and Operational Performance

indicators, could include, but are not

limited to:

• Achievements in delivering its Purpose

and Creating Sustainable Value

•

Financial Performance

•

Fullment of Key Stakeholders Expectations

•

Achievement of Strategic Objectives

•

Achievements in Driving Performance

•

Achievements in Driving Transformation

•

Predictive Measures for the Future.

The EFQM Model

2

 The EFQM Diagnostic Tool: RADAR

ORGANISATION

The EFQM Model

2

An individual or a team can use the RADAR

logic at the Attribute level, in conjunction

with the EFQM Model:

• To help identify where an organisation ’s

current strengths and opportunities for

improvement exist

• To help an organisation describe its future

in terms of the desired results and the

necessary actions that need to be taken

to achieve those desired results.

RADAR is the acronym that EFQM uses to

describe the logic behind the diagnostic tool

it has developed to help any organisation:

• Better manage its current way of working

• Diagnose its current strengths and

opportunities for improvement.

At its highest level, the RADAR logic states

that an organisation needs to:

• Determine the Results it is aiming to

achieve as part of its strategy

• Have in place a number of Approaches that

will deliver the required results, both now

and in the future

• Deploy these approaches appropriately

• Assess and Rene the deployed

approaches to learn and improve.

To help deliver a more robust analysis,

the RADAR elements are broken down

into a number of Attributes and with each

Attribute there is an associated description

that expands upon what is meant and what

the organisation should be able to clearly

demonstrate.

See tables 1   on the following pages.

.1

Introduction

The EFQM Model

Table 1 shown right is used to support the

analysis of the approaches within Criterion

1 (Purpose, Vision & Strategy) and Criterion

2 (Organisational Culture & Leadership).

N. B. Note that for Direction, the “Aligned” and “Flexible” Attributes

are not used

Table 2 shown right is used to support the

analysis of the approaches within Criterion

 (Engaging Stakeholders), Criterion 4

(Creating Sustainable Value) and Criterion 5

(Driving Performance & Transformation).

User(s) of the RADAR logic should apply

the Attributes described in the appropriate

charts below to the information presented

in Direction & Execution respectively.

The descriptions associated with each

Attribute provide guidance on what

the organisation should be looking to

demonstrate.

.2

The EFQM Diagnostic Tool: RADAR

Applying RADAR for Direction &

Execution

The EFQM Model

2

Ta b l e 1 : A na l y s is of D i re c ti o n

Elements Attributes Description

Approaches Sound The approaches have a clear rationale, aim to full and

respond to Key Stakeholder needs, are described

appropriately and are designed to be t for the future.

Aligned N.B. Not applied to Direction

Deployment Implemented The approaches are deployed in relevant areas in an

effective and timely manner.

Flexible N.B. Not applied to Direction

Assessment Evaluated & Feedback on the effectiveness & efciency of the

&Renement Understood approaches and their deployment are collected, understood

and shared.

Learn & Findings from emerging trends analysis, measurement,

Improve learning and benchmarking are used to inspire creativity

and generate innovative solutions to improve performance

in appropriate timescales.

Ta b l e 2 : A na l y s i s of E xec u t i o n

Elements Attributes Description

Approaches Sound The approaches have a clear rationale, aim to full and

respond to Key Stakeholder needs, are described

appropriately and are designed to be t for the future.

Aligned The approaches support an organisation’s direction and

are integrated with other relevant approaches.

Deployment Implemented The approaches are deployed in relevant areas in an

effective and timely manner.

Flexible The execution enables exibility and adaptation.

Assessment Evaluated & Feedback on the effectiveness & efciency of the

&Renement Understood approaches and their deployment are collected,

understood and shared.

Learn & Findings from emerging trends analysis, measurement,

Improve learning and benchmarking are used to inspire creativity

and generate innovative solutions to improve performance

in appropriate timescales.

The EFQM Model



The RADAR Results table shown below is

used to support the analysis of Criterion 

(Stakeholder Perceptions) and Criterion 

(Strategic & Operational Performance).

User(s) of the RADAR logic should apply

the Attributes described in the chart below

to the evidence presented. Typically, this

evidence will be data sets that show Strategic

and Operational performance, presented

in response to the titles of each Results

Criterion. The descriptions associated

with each Attribute provide guidance on

what the organisation should be looking to

demonstrate.

Ta b l e 3 : A na l y s is of R e su l ts

Elements Attributes Description

Relevance Scope & A set of results that clearly link to the Purpose, Vision & Strategy

& Usability

Relevance of the organisation are identied. The selected set of Results

is reviewed and improved overtime.

Usable Data Results are timely, reliable, accurate and appropriately segmented

to provide meaningful insights that support performance

improvement and transformation

Performance Tr en ds Positive trends or sustained outstanding performance over the

strategic periodcycle

Target s Relevant targets are set in line with the Strategy and are

consistently achieved

Comparisons Relevant external comparisons suitable to position own

performance in line with the strategic direction are made

and are favourable

Future Focus Based on current cause & effect relationships, analysis of data sets,

performance patterns & predictive measures, the organisation

understands the drivers for outstanding performance in the future

. The EFQM Diagnostic Tool: RADAR

Applying RADAR for Results

The EFQM Model

1

EFQM and its National Partners run

programmes that recognise those

organisations who, when assessed against

the criteria of the EFQM Model, can

demonstrate outstanding, sustainable

performance.

Organisations applying for recognition

when assessed against the EFQM Model are

scored out of 1 points. The 1 points

are divided across the seven criteria

as illustrated in the graphic below.

.4

Scoring using the

RADAR Matrix Charts

DIRECTION

RESULTS

EXECUTION

PURPOSE,

VISION &

STRATEGY

ORGANISATIONAL

CULTURE &

LEADERSHIP

ENGAGING

STAKEHOLDERS

CREATING

SUSTAINABLE

VALUE

DRIVING

PERFORMANCE &

TRANSFORMATION

STRATEGIC &

OPERATIONAL

PERFORMANCE

STAKEHOLDER

PERCEPTIONS

ORGANISATION

200

POINTS

200

POINTS

100

POINTS

100

POINTS

100

POINTS

200

POINTS

100

POINTS

The EFQM Model

2

In Direction & Execution, each Criterion

part is allocated equal weight within that

Criterion. For example:

• Each of the 5 Criterion parts in Purpose,

Vision & Strategy contributes 2 of the

1 points allocated to Criterion 1

a. 1.1  2 points

b. 1.2  2 points

c. 1.  2 points

d. 1.4  2 points

e. 1.5  2 points

• Each of the 4 Criterion parts in Creating

Sustainable Value contributes 25 of the

2 points allocated to Criterion 4

a. 4.1  5 points

b. 4.2  5 points

c. 4.  5 points

d. 4.4  5 points

In the Results, there are no Criterion

parts and so the 200 points available for

Stakeholder Perception and 2 points for

Strategic & Operational Performance are

scored at the levels of Criteria  & .

When following the EFQM assessment

approach and using the RADAR logic

to score, there are two clear rules to be

applied, one in association with Direction

& Execution, the other with Results:

• When scoring any of the Criterion parts

in Direction & Execution, the overall score

in that Criterion part should not exceed

that of the score given to the soundness

of the approaches. No matter how well all

other attributes have been scored in that

Criterion part, the score derived for Sound

is the “Master” of the others

• When scoring Results (Criteria  & ), the

overall score in each Criterion must not

exceed that of the “Scope and Relevance.”

No matter how well all other attributes

have been scored in Criterion  & , the

score derived for Scope and Relevance is

the “Master” of the others.

.4

The EFQM Diagnostic Tool: RADAR

Scoring using the

RADAR Matrix Charts

The EFQM Model



Organisations interested in gaining external

recognition for their achievements are

assessed by a team of Assessors using

RADAR scoring matrix charts. These scoring

matrices are available for viewing on EFQM’s

digital platform and learning how to apply

them is addressed on the Assessor training

courses that EFQM and its Partners offer.

The three scoring matrices can also

be used by organisations wanting to

self-assess against the EFQM Model,

producing a numerical value at the same

time as producing a set of strengths and

opportunities for improvement.

The attraction for an organisation to produce

an overall score using the 1 point scale as

part of its self-assessment, as well as gaining

a scoring prole against each of the seven

Criteria, is that it offers an opportunity to

compare with other organisations who also

use the EFQM Model and RADAR logic. It

also gives the organisation a starting point

from which it can measure its progress, or

regression, against the outcomes from future

self-assessments.

The EFQM Model

4

Agile: The organisation’s ability to change directionfocus in

response to an emerging opportunity or threat in a timely way.

Approach: The overall way by which something is made to

happen an approach comprises processes and structured

actions within a framework of principles and policies.

Benchmarking: A systematic comparison of approaches with

other relevant organisations that gains insights that will help

the organisation to take action to improve its performance.

Business Model: The elements of the business that create

and deliver value these elements normally include the value

proposition, the customer segments and their associated

relationships, the channels used to take products, services and

solutions to market, the revenue & cost streams, partners, and

the critical resources and processes of the organisation.

Circular Economy: A circular economy is a regenerative

approach, in contrast to the traditional linear economy, which

has a take, make, dispose’ model of production. It is an economic

system which can be achieved through long-lasting design,

maintenance, repair, reuse, remanufacturing, refurbishing, and

recycling http:ec.europa.euenvironmentcircular-economy

indexen.htm

Community: The term community typically refers to the

various individuals, groups and institutions that have a vested

interest in the welfare and success of the organisation, its

associated neighbourhoods and the impact that it may have

on its ecosystem.

Comparisons: Data used to compare the performance of one

organisation or process with another.

Competence: The ability or skill to do something efciently

and effectively.

Creativity: The ability to move away from current rules,

methods and relationships to generate ideas for new or

improved processes, products, services, solutions, systems

or social interactions.

Culture: The specic collection of values and norms that

are shared by people and groups within an organisation

that inuence, over time, the way they behave with each

other and with Key Stakeholders outside the organisation.

Customer: The recipient of the products andor services

provided by the organisation. The Customer is one of the Key

Stakeholders, in many cases the primary Key Stakeholder, for

whom the organisation aspires to Create Sustainable Value.

Disruptive Thinking: Breaking free from the connes of

routine thinking, getting a new, larger, different perspective,

seeing things from another angle or in another light.

Diversity & Inclusion: The extent to which the people

within the organisation recognise, appreciate and utilise,

the characteristics that make individuals unique Diversity &

Inclusion can relate to age, beliefs, class, ethnicity, physical

abilities, race, religion & sexual orientation.

Ecosystem: A fundamental principle of an ecosystem is

interdependence, i.e. something that happens in one part of

the system may affect other parts within the system. In the

context of an organisation there are many factors external to

it that affect how it operates, but over which it has no control.

These can include government policy, the economic and societal

make-up within its region and neighbourhoods, the prevailing

religious and cultural expectations of its communities, demands

for sustainability and available nancing.

Empowerment: The process by which individuals or teams

are granted power, operate with a degree of autonomy in their

actions, are able to take decision making responsibilities and

have access to resources and control over their own lives. In

doing so, they gain the ability to achieve their highest personal

and collective aspirations and goals. When an individual is

empowered, heshe has a greater sense of motivation and

self-condence.

Ethical Behaviour: Ethics are well founded standards in a

culture that make a person’s actions right or wrong. They

inuence behaviour and help an individual to make the right

choices and act responsibly.

Forecast: The ability to predict or calculate what will happen or

be needed in the future as a result of the study and analysis of

available, relevant data.

Gender Balance: Within the context of an organisation, it

relates to women having the same opportunities as men

to progress their careers, including increasing women’s

representation in decision-making bodies.

Global Compact: https:www.unglobalcompact.org

4 Glossary

The EFQM Model

5

Good Practice/Best Practice: Superior approaches, policies,

processes or methods that lead to exceptional achievement.

Since it is difcult to nd out what is best, the term “good

practice” is preferred by most organisations. Ways to nd good

practice outside the organisation can include benchmarking and

external learning.

Governance: A framework of authority and control within an

organisation used to help it full its legal, nancial, ethical and

general stewardship obligations.

Innovation: The practical translation of ideas into new or

existing products, services, solutions, processes, systems,

organisational structures or social interactions.

Integrity: Integrity is the quality of having a strong moral or

ethical code. This includes values such as respect, fairness,

trustworthiness and honesty.

Intellectual Property: The value of an organisation that is not

captured in its traditional nancial accounts. It represents the

intangible assets of an organisation and is often the difference

between market and book value.

Knowledge: The expertise and skills acquired by a person

through experience and education, involving the theoretical

andor practical understanding of a subject. While data are

raw facts and information is data with context and perspective,

knowledge is information with guidanceability for action.

Learning: The process of gaining skills, knowledge and

understanding through study and experiences.

Learning Network: A group of people with a common goal or

interest who pool their individual information, knowledge and

experience to actively learn together.

Manage Change: An approach for leading the transition of

individuals, teams and organisations from their current state

to a dened, desired future state. It is an organisational process

aimed at helping those stakeholders affected by the change to

understand, accept and embrace it.

Megatrends: Topics that are expectedpredicted to be global

inuences in the coming years. These are the topics that,

regardless of sie, reach or PrivatePublic sector status, an

organisation should heed if it is to remain relevant.

Partner: An external party with whom the organisation

strategically chooses to work with to achieve common

objectives and provide long term mutual benet.

Partnership: A durable working relationship between the

organisation and one or more partners that creates and shares

greater value for both parties. Partnerships can be formed with,

for example, suppliers, distributors, customers, educational

establishments, consultancies or research organisations.

People: All individuals employed by the organisation (full time,

part-time, including volunteers), including leaders at all levels

Perception: Whatever a Key Stakeholder may think or feel

about the organisation, his or her opinion may be different

to what they say about the organisation for any number of

reasons. How the Key Stakeholder expresses his or her view can

be achieved in any number of ways but, regardless, the reality is

that the Key Stakeholder has a perception and the organisation

needs to rst understand and then manage this perception if it

is to continue to meet its Key Stakeholder needs.

Process: A set of activities, repeated over time, that interact

with one another as the output from one activity becomes the

input for another activity. Processes add value for external or

internal customers by transforming inputs into outputs, using

resources. Typically, there are three types of processes: main or

core’ processes, management processes and support processes.

Prosumer: A way of segmenting an organisation’s customers

beyond the more traditional denitions. The digital and online

world of the 21st century offers signicant potential for an

organisation to engage its customers in designing the products,

services or solutions they wish to consume.

Purpose Statement: A statement that describes the raison-

d’tre of an organisation i.e., what it does and why it does it

and which is understood by its stakeholders.

Sell the Value: Regardless of whether the organisation is

private or public sector, its value proposition, its offering, still

has to be sold’ to Key Stakeholders so that they will decide to

take the product, service or solution on offer.

The EFQM Model



Society: The social infrastructure outside the organisation

that can be affected by, or, equally, can impact on the

organisation. This can be representatives of the immediate

Community or the Wider Society, including, for example,

Special Interest Groups.

Strategy: Derived from a careful analysis of its ecosystem,

the way an organisation intends to achieve, over a particular

time period, its strategic priorities, moving from where it is

now to where it wants to be in the future whilst remaining true

to its Purpose.

Sustainability: The long-term future of the organisation, as

perceived by its various Key Stakeholders, i.e. the Business &

Governing Stakeholders, its People, its Community, its Partners

& Suppliers.

Third Sector Organisation: An organisations that is neither

public sector nor private sector. Typically, it can be a voluntary

or community organisation, a registered charity, self-help or

community group. Generally, the organisation is independent of

government and motivated by the desire to achieve social goals.

It needs to make a surplus (prot) on its actions to be nancially

sustainable and any prot made from its actions is reinvested in

the pursuit of the organisation’s ambitions.

Tr a ns p a r e n c y: The situation in which collaboration,

cooperation and collective decision making happens in an open

manner and people can trust that business is being conducted

fairly and honestly.

United Nations Sustainable Development Goals:

https:www.un.orgsustainabledevelopmentsustainable-

development-goals

Value P rop osi ti on: The differentiating value that the

organisation’s products, services and solutions offer to

customers.

Value s: Operating philosophies or principles that guide an

organisation’s internal conduct as well as its relationship with

the external world. Values provide guidance for people on what

is good or desirable and what is not. They exert major inuence

on the behaviour of individuals and teams and serve as broad

guidelines in all situations.

Vision: Description of what the organisation is attempting to

achieve in the long-term. It is intended to serve as a clear guide

for choosing current and future courses of action and, along

with the organisation’s Purpose, it is the basis for strategies and

policies.

4 Glossary