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What if your organization fails to take advantage of what the Baldrige Excellence Framework offers?​​

To find out the answers to this question, we decided to use Perplexity.AI, which we feel is far better than Google because it excels at delivering quick, precise answers to complex queries without sifting through irrelevant information on multiple links (many of which are paid for their positions).

 

We were extremely surprised at the quality and depth of the information that Perplexity.AI provided. DISCLAIMER: We made very minor cosmetic edits to the AI Responses so that it is easier to quickly review. 

To see for yourself, just scroll down and select the Baldrige items links, which take you to the answers.

After reading how Perplexity answered these questions, we invite you to take advantage of our complementary Baldrige Excellence Framework Assessment, so that you see your actual organization scores, strengths and weaknesses.

Start with P.1

P.1 Organizational Description – Not having a documented, shared description of product and service offerings, mission, vision, values, culture, workforce profile, assets (facilities, equipment, IP), regulatory environment, organization chart/structure, defined customers and market segments, and suppliers and partners.

 

P.2 Organizational Situation – Not having  a documented, shared description of competitive position, competitiveness changes, benchmark data, SWOT assessment or performance improvement system.

 

1.1 Senior Leadership – Not having established mission, vision and values, a process for promoting legal and ethical behavior, a process for communications with all stakeholders, a process that creates an environment for success and a focus on action to achieve the organizations’ mission and vision.

 

1.2 Governance and Societal Contributions – Not having a system that ensures responsible governance, evaluation of senior leaders’ performance, a governance review of organization’s performance, a process that addresses current and anticipated legal, regulatory and community concerns with the organization’s products and operations, a process that requires and fosters ethical behavior in all interactions, a process that incorporates societal well-being and benefits into the organization’s strategy and daily operations, and a process that actively supports and strengthens the organization’s key communities.

 

2.1 Strategy Development – Not having a system for conducting strategic planning, collecting, and analyzing strategic planning data and information, identifying strategic opportunities, intelligent risks, outsourcing opportunities, defining key strategic objectives that are important to related goals, and a process for balancing strategic objectives among varying and competing organizational needs.

 

2.2 Strategy Implementation – Not having a process to develop and implement strategy action plans, allocate resources to strategy action plans, identifying key performance measures to track strategy action plan achievement and effectiveness, for projecting short- and longer-term planning horizons and for recognizing and responding to circumstances requiring a shift in strategy action plans and rapid execution of new strategy action plans.

 

7.4 Leadership and Governance Results - Not having a system that measures senior leaders’ communication and engagement with the workforce, partners and customers, including measures for deployment of mission, vision, values, two-way communications, a culture that values diversity, fairness, risk taking, a focus on action and measures of governance accountability, legal and regulatory compliance, ethical behavior, and  the societal well-being and support of key communities.

 

7.5 Financial, Marketplace and Strategy Results – Not having a system that measures financial performance results, marketplace performance and the achievement of organizational strategy (strategic objectives and goals).

 

3.1a Customer Listening – Not having a process to listen to, interact with, and observe customers and potential customers (prospects) to obtain actionable data and information used to improve your products and services. For a small to mid-size organization, not having a process to listen to customers and prospects would be a very serious problem. Rating: 1 (Most serious problem) Comments supporting this rating:

 

3.1b Customer Segmentation and Product/Service offerings – Not having a system that determines customer groups and market segments and uses these to determine product and service offerings.

 

3.2a Customer Experience – Not having a system to effectively acquire and retain customers and to build and manage customer relationships, customer access, customer support, customer complaints and fair treatment for different customers, groups, and segments.

 

3.2b1 Customer Satisfaction – Not having a system that determines customer satisfaction, dissatisfaction, and engagement, and ensures action to improve customer satisfaction. 

 

3.2b2 Customer Engagement - Not having a system that determines customer acquisition, customer relationship management, customer access and support, customer complaint management, and customer fair treatment. 

 

7.2 Customer Results – Not having a system that measures customer satisfaction, customer dissatisfaction and customer engagement and relationships. 

 

4.1 Measurement, Analysis System – Not having an operational system for measurement, analysis, review, and improvement of organizational performance.

 

4.2 Information and Knowledge Management – Not having a process for collecting and sharing information and knowledge management information, including verification of quality, availability and security and cybersecurity of information and knowledge, and a process for determining innovation opportunities to pursue.

 

5.1.a Workforce Capability and Capacity – Not having a process for assessing workforce capability and capacity needs, for meeting those needs (talent shortage) and for managing workforce change and for organizing and managing the workforce.

 

5.1.b Workplace Climate – Not having a process that ensures workplace health and accessibility for the workforce and supporting the workforce with compensation and benefits they value.

 

5.2a Workforce Engagement – Not having a process for ensuring the workforce is engaged, satisfied, loyal and retained (low to no turnover).

 

5.2b. Organizational Culture – Not having a process for ensuring open communications, high performance and an engaged workforce that supports mission, vision, values and promotes empowerment, fairness and diversity of ideas, cultures, and employee thinking.

 

5.2c Performance Management and Development – Not having an organization-wide performance management and rewards system that ensures: High performance, Learning and development system that supports workforce needs, an effective career development and succession planning process and a culture of fairness in all workforce groups and segments.

 

7.3 Workforce Results – Not having a system that measures workforce capability and capacity, workplace climate, workforce engagement and retention, and workforce development.

 

6.1a Product/Service and Process Design 
– Not having documented and effective processes and procedures for defining requirements, and designing, producing, delivering, and supporting products and services. 

 

6.1b Process Management and Improvement – Not having a system that manages daily operation of key work processes, and ensuring that key work processes meet process requirements, including improvements leading to better product and service performance.

 

6.2a Operational Efficiency and Effectiveness – Not having a system for managing the cost, efficiency, and effectiveness of the organization’s operations, including cycle time, productivity, avoiding defects, service errors and rework and minimizing waste, warranty costs, customer productivity loss and costs due to inspections, tests, audits.

 

6.2b Supply-Network Management – Not having a system for managing the supply network, including supplier selection, supplier performance, supplier support of strategic objectives, and supplier enhancement of customer’s satisfaction.

6.2c Safety, Business Continuity, Resilience and Risk Management – Not having systems for ensuring workforce safety and security, business continuity and resilience in response to disasters, emergencies and other disruptions and a system for managing risks.

 

7.1 Product and Service Results - Not having a system that measures products/services key performance indicators (KPI) that are important to customers, and measures process effectiveness, efficiency, safety and emergency preparedness and supply-network results.

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