em busca de um novo modelo de excelência critérios de excelência em sustentabilidade...

Em busca de um “Novo Modelo de Excelência”

Critérios de Excelência em Sustentabilidade OrganizacionalPr

ovisó

rio

History

Process

Conclusion

Next Steps

Development of a “New Excellence Model”

History

Process

Conclusion

Next Steps

Development of a “New Excellence Model”

4

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)

jswsp1107 5

Management fad?

The lifecycle of quality circles, 1977-1986 (Source: Abrahamson, 1996)

History

GEM Meeting in Brasil (november 2007)

Building a team of “challengers”– How to include more innovation concepts in the model– Preparing a innovation ranking for an important business review

São Roque Meeting– Organization as social, political and

cultural systems• Edgar Schein, Mary Jo, Karl Weick

Ithaypá Meeting– Systemic thougt and living systems

• Maturana, Capra, Peter Senge

International Meeting– Draft specification of a New Criteria,

ready for beta-testing

Sharing findings with Technical Committee

Workshop with Peter Senge

Maturana: SEBE Internacional

History

Process

Conclusion

Next Steps

Development of a “New Excellence Model”

The “New One”The “New One”

Concepts and values

The environment (outside the organization)

Object

Method and metric

The observer– Examiner

– Users (managers, consultants, specialists)

It embraces five connected parts:

Strategy of development

Two autonomous teams for reflection

Approximately 12 members

Diversity: professors, examiners and businessman

The strategy is “developing the observer”

Method

1. Starting point: Image of Organization (Morgan) and Organization as Living System (Maturana)

2. Bibliography selection• Postmodernism and Complex Thinking• Living systems• Culture, power e politics

3. Individual reading & studying (two months)

4. Discussions in the two teams

5. Brazilian consensus

6. 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

History

Process

Conclusion

Next Steps

Development of a “New Excellence Model”

Transitory Framework

Leadership and Purpose External Networking Organizational Intelligence Internal Networking Balance of Value Organizational Culture ????

Derechos Reservados, Instituto para el Fomento a la Calidad Total A.C.Derechos Reservados, Instituto para el Fomento a la Calidad Total A.C.

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 of Competitiveness and Sustainability

National Model for Competitiveness National Model for Competitiveness

History

Process

Conclusion

Next Steps

Development of a “New Excellence Model”

Projeto Desafio – Macro planejamentoRev.: 1 de 24/11/2008

GrupoItahypá

GrupoCabreúva

2008 2010 - 20112009

RevisãoBibliográfica

GrandesConceitos

PrimeirosDrafts

Alinhamento

DefineMeasureAnalyzeImplementingControl

Test Drive

Aplicação prática e análise emOrganizações vencedoras.

Ex.: Petrobras, Suzano, Promon.

Análise com base em fatose dados.

Contribuições imediatas aoCritérios 2010.

Ex.: organismos vivos, redes, etc.)

PNQ 2011

Fase deTransição

Coexistência(?)

D

A

MI

C

Pro

post

a C

laud

io

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

Redação Critérios 2011 e demais documentos

(inclui Manual da Banca;

Orientação à Candidata /

Organizações Usuárias

Divulgação ecapacitação