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Enterprise Meeting Underscores Spirit of Collaboration

March 13, 2012

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Contact: Baldrige Customer Service

With a great deal of optimism and the spirit of collaboration, as well as the acknowledgement of a great deal of work ahead, the senior leaders of the Baldrige Enterprise met on February 29 to achieve consensus on the vision of the Enterprise and a rough timeline to accomplish it. In order to consider the myriad of possibilities open to the Enterprise and not be held back by current realities, the leaders chose 2020 as the goal to achieve the vision.

Brian Lassiter, chair of the Alliance for Performance Excellence; Debbie Collard, chair of the Foundation for the Malcolm Baldrige National Quality Award; David Spong, former chair of the foundation and ASQ board and a two-time Baldrige Award recipient CEO; Paul Borawski, CEO of ASQ; Harry Hertz, director of the Baldrige Performance Excellence Program (BPEP); and Bob Fangmeyer, deputy director of BPEP, met in Gaithersburg, MD, to iron out the Enterprise’s vision:

To enhance the competitiveness, quality, and productivity of organizations through an integrated, financially sustainable Baldrige Enterprise with a strong core program and strong partner programs that carry the Baldrige brand/name.
The ten most important elements for the Baldrige Enterprise were determined:

  1. Integrated model: organization structured around the Baldrige Foundation, the core program, and partners, with a centralized and distributed work model (Core program includes the Baldrige Program while partners include state and local programs, ASQ, and potentially other programs.)
  2. Stakeholder governance model, which includes a governing board comprised of the Baldrige Foundation, ASQ, the Alliance, and the National Institute of Standards and Technology (where BPEP is located), plus representation from the volunteer workforce, Baldrige Award recipients, and other partners
  3. Retained and strengthened Presidential ties and prestige
  4. Globally recognized Baldrige brand as the strategic framework in which performance improvement tools fit and with the reinforcement that the brand is more than just the Award
  5. Expanded public and private partnerships for revenue, reach, and impact
  6. Operational solvency, with endowment income devoted to the public good
  7. Readily available and widely accepted evidence base to demonstrate the efficacy of Baldrige
  8. Engaged and effective large, diverse volunteer workforce
  9. Rigorous, credible, and ethical enterprise, with confidentiality built into assessment processes
  10. Balanced participation across industry sectors

Each of these elements will be considered in the design of organizational structure, processes, and shared strategy for the Enterprise.

The senior leaders also met with BPEP staff to assure them of the Foundation’s support and to share some of the effort and spirit of collaboration between the members of the Enterprise.

Next steps include

  • Improvement of coordination and communication, with the agreement to think and act as though the Enterprise already exists
  • Identification of processes that need to be brought into alignment between the Alliance and BPEP, as well as a rank order based on dollar impact and timing
  • Continued weekly planning calls

The senior leaders agreed that Baldrige is very important, and the programs of the Enterprise, from the core program to all the partner programs, and the people who have built them over the years, deserve the best effort to grow into the future. From their vantage, the senior leaders said, Baldrige has never been more important.

Watch for more information/details about the emerging Enterprise model on the Baldrige Transition page.