Sculpting Quality and Performance Excellence

Overview
Establishing a culture of quality and
performance excellence is not a hard knot.
Many organizations, however, fail to sustain this
initiative. Leaders may seem to plant a garden
which blossoms only for a day. They need to
understand and apply established ideas in
effective leadership, especially from the most
celebrated business icons. Where change is
needed towards these ends, leaders must
handle change and sustain the positive culture.
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Overview
Performance excellence can be defined as a
unified approach to organizational performance
management that lead to: a) delivery of value to
customers and stakeholders; b) improvement of
effectiveness level and capabilities; and c)
organizational and personal learning (Evans and
Lindsay, 2014).
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Effective Leadership
Edge Energy
Executes Energizes
Jack Welch’s
model
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Energizes
Leaders ignite others to
perform. They clarify the
vision and inspire people
to act on it. They give
credit for people’s
accomplishments and
accept responsibility when
things go awry.
Ask employees these questions to
energize:
What do you want to achieve in
the next months or years?
What’s in the firm that will help
you make your goals? What
obstacles will interfere with your
progress?
What things do I—your leader—
do that hold back your efforts?
What is your model of failure?
What clues should I look ahead to
know it is time to talk to you and
help you?
Edge Energy
Executes Energizes
Jack Welch’s model
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Executes 7) Develop and train your best
leaders.
8) Put Six Sigma or other
operating systems in place.
9) Winnow out
underperformers, whether
individuals or businesses.
15

Managing change and sustainability
Organizational
Culture
Open
Innovation
Climate
Positive
change
The pursuit for quality and sustained performance
excellence necessitates change in the organization.
• Quality
• Sustained
performance
18

Strong cultures have values
that support performance
excellence exemplified by
IBM and Disney, among
others.
Dysfunctional cultures are
present in firms whose
values are at odds with its
long-term health. An
example is a high-tech
company that emphasizes
individual rewards while
innovation depends on
teamwork.
Corporate culture
Open innovation climate
21

Corporate culture
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Key behaviors to
develop a positive
quality culture:
Corporate culture
championing
quality
projects
Create
awareness of
quality by
disseminating
results
Encourage
empowerment
through job
designs, teams,
personal
commitment
Provide
recognition and
rewards
including
Provide
opportunities
for participation
such as Six
Sigma training
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Open innovation—
the firm’s inflow
and outflow of
knowledge to
accelerate and
expand market
opportunities and
value (Chesbrough,
2003).
Corporate culture
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The Open Innovation Climate (OICM) was developed by
Remneland-Wikhamn and Wikhamn (2011) in answer to the lack
of assessment tools in the field and in response to the growing
popularity of open innovation. Let us try the OICM test for your
company. Score the following statements from 1 to 5 (5 as
highest and 1 as the lowest) according to how they apply to your
organization.
(R) indicates that the item was reverse-coded.
Corporate culture
Measuring Open Innovation
Climate
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• The common notion is that open innovation
concepts have been regarded as relevant primarily to
“high technology” industries such as Lucent, 3Com,
IBM, Intel, and Millenium Pharmaceuticals. However,
the study of Chesbrough and Crowther (2006)
identified organizations in industries outside “high
technology” that are early adopters of the concept.
Many open innovation concepts are already in use in a
wide range of industries.
Corporate culture
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Best Practices and Execution
Best practices are those
attested by the business
community and affirmed
through research that lead
to successful performance.
Institutionalizing best
practices into an
organization is a vital
strategy for sculpting quality
and performance
leadership.
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Best Practices and Execution
Regardless of quality and performance initiative types, the following
principles of effective implementation apply (Evans and Lindsay,
2014):
committed leadership from top executives
Integration with existing initiatives, business strategy, and
performance measurement
Process thinking
Systematic customer and market intelligence gathering
A bottom-line orientation
Participation from all employees
Training
Continuous reinforcement and rewards
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Managing Innovation
Yet tensions most often
ruin novel ideas and the
path to greater heights.
Managers should be
equipped with the right
knowledge to nurture
innovation.
45

Managing Innovation
Relatively higher levels of
debate and lower levels of
conflict are more
favorable to organizational
innovation. This is
according to a series of
studies across multiple
levels of analysis (Isaksen
and Ekvall, 2010).
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Managing Innovation
Overview
I. Effective leadership
II. Managing change and sustainability
III. Best practices and execution
IV. Managing innovation
V. Organizational learning
VI. Conclusion
51

Organizational learning
Self-assessment can help
build a learning
organization. It refers to a
comprehensive evaluation
of process and
performance.
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Conclusions
Efforts to build quality and performance excellence
need not become just one more flower never
meant to grow on rocky ground. Effective
leadership and management must go hand in hand
to nurture the best an organization can become.
But this demands proven approaches in managing
change which leads to an enduring legacy. Also,
knowing and applying benchmark processes and
activities, as well as implementation strategies,
cannot be undermined. Innovation, in addition, is
crucial; however, it could just be another
composition in a “dead poet society” if bereft of
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References
Chesbrough, H. (2003). Open innovation: the new imperative for
creating and profiting from technology. Boston, MA:
Harvard Business School Press.
Chesbrough, H. & Crowther, K. (2006). Beyond high tech: early
adopters of open innovation in other industries. R & D
Management, 36 (3), 229-236.
Evans, J. & Lindsay, W. (2014). Total quality management (9th ed.).
Cengage Learning Asia Pte Ltd: Philippines.
Houtz, J. C., Zusho, A., Doheny, D., Selby, E., Treffinger, D. J., & Isaksen,
S. G. (2008). Confirmatory factor analysis of VIEW: An
assessment of problem solving style. Abstract presented at the
VIEW Networking Conference conducted by the Center for
Creative Learning, Inc., Sarasota, FL.
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