Em busca de um “Novo
Modelo de Excelência”
Critérios de Excelência em
Sustentabilidade Organizacional
Development of a
“New Excellence Model”
History
Process
Conclusion
Next Steps
Development of a
“New Excellence Model”
History
Process
Conclusion
Next Steps
Why might excellence models fail to
make headway?
1.
Big and holistic, take time to implement
– Clear progress using the model occurs beyond the life span of many CEOs
2.
Constant change, nothing is stable for long
– The idea of periods of stability (Lewin Theory) is over
3.
‘Results aren’t necessarily in areas of cost and
competitiveness
– Results focus are built around satisfaction with a time lag and indirect impact to
competitiveness
4.
A systems view: Organisations presumed ‘unitarist’
– Organizations are socio-cultural-political system, requiring a more pluralist approach
5.
Inward rather than outwardly focused
– Focus on stakeholders instead of relationship between then
6.
Growing interconnectivity of organisations
– Emergence of new organizational forms (Adhocracies)
4
Management fad?

The lifecycle of quality circles, 1977-1986 (Source: Abrahamson, 1996)
jswsp1107
5
History

International Meeting
–

Draft specification of a New Criteria,
ready for beta-testing
São Roque Meeting
– Organization as social, political and
cultural systems
•


Edgar Schein, Mary Jo, Karl Weick
Sharing findings with Technical Committee
Workshop with Peter Senge
 Ithaypá Meeting
– Systemic thougt and living systems
•


Maturana: SEBE Internacional
Building a team of “challengers”
–
–

Maturana, Capra, Peter Senge
How to include more innovation concepts in the model
Preparing a innovation ranking for an important business review
GEM Meeting in Brasil (november 2007)
Development of a
“New Excellence Model”
History
Process
Conclusion
Next Steps
The “New One”
It embraces five connected parts:

Concepts and values

The environment (outside the organization)

Object

Method and metric

The observer
–
Examiner
–
Users (managers, consultants, specialists)
Strategy of development
The strategy is “developing the observer”

Two autonomous teams for reflection

Approximately 12 members

Diversity: professors, examiners and businessman
Method
1.
2.
Starting point: Image of Organization (Morgan) and
Organization as Living System (Maturana)
Bibliography selection
•
•
•
3.
4.
5.
6.
Postmodernism and Complex Thinking
Living systems
Culture, power e politics
Individual reading & studying (two months)
Discussions in the two teams
Brazilian consensus
International consensus
Bibliography










Edgar Morin
J. Mingers
Peter Senge
Gareth Morgan
Edgar Schein
Mary Jo Hatch
Humberto Maturana e Francisco Varela
Fritjof Capra
Arie de Geus
Karl Weick
Development of a
“New Excellence Model”
History
Process
Conclusion
Next Steps
Transitory Framework






Leadership and Purpose
External Networking
Organizational Intelligence
Internal Networking
Balance of Value
Organizational Culture ????
National Model for Competitiveness
It is design to serve as a reflection tool to
help organizations identify the key
challenges they have to face in the
environment and once they are identified
they:
• Define their strategic direction to respond
to those challenges and the organizational
alignment required.
• The key capacitates needed to compete
and execute the strategy
• The flawless execution of the strategy
• Performance assessment in terms
Competitiveness and Sustainability
Derechos Reservados, Instituto para el Fomento a la Calidad Total A.C.
of
Development of a
“New Excellence Model”
History
Process
Conclusion
Next Steps
Projeto Desafio – Macro planejamento
Rev.: 1 de 24/11/2008
I
Alinhamento
D
Grupo
Itahypá
Revisão
Bibliográfica
Grupo
Cabreúva
Grandes
Conceitos
Define
Measure
Analyze
Implementing
Control
Proposta Claudio
Primeiros
Drafts
M
Comentários e
validação
(inclui
apresentação
para empresários
e outras partes
interessadas;
seminário
internacional e
outros)
Detalhamento
(inclui Manual da
Banca;
Orientação à
Candidata /
Organizações
Usuárias
Test Drive
Aplicação prática e análise em
Organizações vencedoras.
Ex.: Petrobras, Suzano, Promon.
Redação Critérios
2011 e demais
documentos
(inclui Manual da
Banca;
Orientação à
Candidata /
Organizações
Usuárias
A
Análise com base em fatos
e dados.
Divulgação e
capacitação
C
Contribuições imediatas ao
Critérios 2010.
Ex.: organismos vivos, redes, etc.)
Fase de
Transição
Coexistência
(?)
PNQ 2011
2008
2009
2010 - 2011