This PPT slide, part of the 81-slide Strategic Business Process Management PowerPoint presentation, presents an overview of the EFQM Excellence Model, focusing on the distribution of factors that contribute to business process streamlining. It emphasizes 2 primary categories: "Empowerer" and "Results," each accounting for 50% of the overall framework.
Under the "Empowerer" category, several components are outlined, including Management (10%), Colleague engagement (9%), Politics & Strategy (8%), and Processes (14%). This suggests that effective management and strategic alignment are foundational to empowering teams, while colleague engagement and streamlined processes play a significant role in operational efficiency.
The "Results" category mirrors this structure, showcasing metrics such as Colleague Results (9%), Customer Results (20%), and Performance Gene Results (15%). This indicates a balanced focus on internal and external outcomes, highlighting the importance of colleague satisfaction alongside customer-centric results.
The percentages assigned to each component reflect their relative importance in achieving excellence. For instance, the higher weight on Customer Results underscores the necessity of aligning business processes with customer needs to drive success.
The slide also hints at a focus on continuous improvement, as indicated by the mention of "Innovation & Learning" at the bottom. This suggests that organizations should not only implement the model, but also foster a culture of learning to adapt and thrive in a dynamic environment.
Overall, this slide serves as a strategic blueprint for organizations aiming to enhance their business processes through a structured approach, balancing empowerment with measurable outcomes.
This slide is part of the Strategic Business Process Management PowerPoint presentation.
This toolkit is created by trained McKinsey, BCG, and Porsche Consulting consultants and is the same used by MBB, Big 4, and Fortune 100 companies when performing Process Management Initiatives.
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