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The Official Baldrige Blog

Seven Blogs about Innovation (and the Baldrige Excellence Framework)

Given that managing for innovation is a core concept and value of the Baldrige Excellence Framework, I recently checked our metrics for the most popular blogs Baldrige staff members have written in recent years about this concept. Following is the list, with hyperlinks to each blog.   

1. “Are Change Management, Continuous Improvement, and Innovation the Same?

2. “The Baldrige Approach to Innovation

3. “12 Examples of How Baldrige Executive Fellows Are Leading Innovation

4. “How the Latest Baldrige Award Winners Manage for Innovation

5. “First-of-Its-Kind Innovation Hub Envisions and Prototypes the Future of Health Care

6.  “Will Social Technologies Drive Business Model Innovation

7. “The Emergent Organization, Strategy, and Innovation


As always, your comments on these blogsand in this case, your thoughts about innovationare welcome here. Please consider sharing your viewpoint by posting a comment below.    

About the author

Christine Schaefer

Christine Schaefer is a longtime staff member of the Baldrige Performance Excellence Program (BPEP). Her work has focused on producing BPEP publications and communications. She also has been highly...

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Comments

Innovation appears to be top-of-mind these days as organizations strive to embrace change, improve operations, be creative, use breakthrough thinking, use new measures and methods, and so on. Since excellence models were first developed in the late 1980's (e.g. Baldrige, EFQM, Canadian, Australian), the principles and best management practices have included innovation. One of the principles common to all models is 'continuous improvement' - harnessing the collective knowledge, skills and creativity of stakeholder to relentlessly pursue improvement. And some of the best management practices that refer to innovation include: learn from ideas and good practices and share them internally and with other organizations; encourage employees to share ideas and suggestions; encourage employees to be innovative and take risks; analyze processes on a regular basis and make changes aimed at continual improvement; involve customers, suppliers and partners in designing and analyzing processes; involve suppliers and partners in the development of new products and services and social and environmental standards; identify alternative and emerging technology and related cost-benefit to the organization and society; evaluate and improve the approach to each management area; measure employee suggestions and ideas submitted; measure supplier and partner involvement in new product or service development and new social and environmental standards. But two big questions remain - What percentage of the working population is aware of excellence models ? What percentage of organizations have successfully implemented an excellence model? A review of the literature and a similar query posed to national and international conference delegates would suggest about 10 per cent. We have some work to do.
Great point! Thanks for your comment.
That percent looks a little high. Only about 4% of Baldrige applications have achieved recognition. Baldrige applicants are self-selected sample which means they over-represent the general population of organizations. The conference sample data may also be biased by the same self-selection bias, if they shared a common interest/enthusiasm for "excellence" models. Self-selection is a confound in all excellence recognition programs. "Excellence" models differ widely in their standard for excellence, which makes the 4% of Baldrige role models comparatively "more excellent."
Christine, the compilation blogs you recently started, like this one and the prior one on the POJ, are great resources that enhance the level of shared understanding of key concepts important to uniting the perspectives of Applicants and Examiners. They are not only informative at a higher level than the individual vlogs, but they roughly track the changing relative importance of specific Criteria requirements (+/- 1-2 years in lag time after introduction.) Any interest in suggestions for more topics?
Gee, thanks, and yes, please--suggestions for topics are most welcome here!
Re: other topics...The posts I see are generally about businesses who bring the Baldrige model in after they are up and running, often years, even decades, after formation. Are there examples of "born-Baldrige" businesses and how they fare relative to other start-ups or early stage businesses?

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