Posted by Dawn Marie Bailey
With new policies and directions from an incoming Presidential administration, and the news media theorizing about uncertain futures for organizations across the economic spectrum, U.S. organizations, more than ever, need to ensure that they are efficient and effective with their resources and, most importantly, are providing real value to their customers.
For example, in a recent Becker’s Hospital Review article, Cleveland Clinic CEO Dr. Toby Cosgrove warned U.S. hospitals that they must focus on efficiency in order to prevent hospital closures, especially as a potential new health care delivery system may cause changes and consolidations in the insurance industry.
The Baldrige Excellence Framework’s focus on results provides a natural guide for organizations on how to be efficient and effective. The framework and its Criteria lead an organization to examine itself from three viewpoints: the external view (How do your customers and other stakeholders view you?), the internal view (How efficient and effective are your operations?), and the future view (Is your organization learning and growing?).
This blog focuses on that internal view and how Baldrige and its resources can help—and have helped—organizations ensure that they are efficient and effective with their resources. And along those lines of being efficient and effective with resources, is being a good steward of those resources.
Stewardship can be defined as the care, conservancy, planning, attention, upkeep, and management of resources, whether they be financial, labor, or other type. And any organization that is not a good steward of its resources—including the resource of taxpayer dollars for government agencies—may find that those resources may not be there much longer. According to the Baldrige framework, for nonprofit organizations that serve as stewards of public funds, stewardship of those funds and transparency in operations are especially important areas of emphasis.
This blog compiles stories of ways that the Baldrige Excellence Framework and its Criteria have helped U.S. organizations to be aligned, agile, and good stewards of their resources by listening to the voices of their customers and by taking intelligent risks to ensure future success. All of this leads not only to sustainability but, most importantly, creates value for customers, patients, students, and other stakeholders.
“Could Baldrige Help Detroit?” explores how the Baldrige Criteria focused Award recipients on treating their city governments as businesses—forcing them to consider financial stewardship, strategic priorities, customer engagement, and all the other considerations that must be addressed to keep a business sustainable.
In “Orchestra Faces Bankruptcy, Meets Baldrige, Brings Beautiful Music Back to Life,” the New Mexico Philharmonic was able to consolidate its resources by using Baldrige guidelines to become process-based and bring effective business management to the endeavor. Along the way, the orchestra even became a good steward of its gift of music and education, which was shared with economically challenged public school students.
“Baldrige and Strategic Planning/Budgeting” explains how a town used the Baldrige Criteria to conduct its strategic planning and budgeting processes, adopting a balanced scorecard to improve its performance measurement and management. For this achievement, the town was honored by the Government Finance Officers Association of the United States and Canada.
In “How a Charity is Using Baldrige to Serve the Blind,” the Blind Foundation of India has used the Baldrige Criteria as a way to ensure optimum efficiency and effectiveness—serving over 15 million blind people and raising over $4 million.
“For Manufacturers, Baldrige Could be the ‘Cure’ for Focusing on the Future” tells the stories of how small and large manufacturers used the Baldrige Criteria to weather multiple recessions and come out stronger than competitors.
“Creating an Organizational Scorecard for the United States Golf Association” outlines how the USGA was inspired from the Baldrige Executive Fellows program to create an organizational scorecard to align metrics to key customers and the strategic plan.
“One Way to Carve Your Values—and Culture—in Stone” tells the story of how one Baldrige Award winner literally cemented the values of its employees in the culture in order to be a good steward of its internal resources.