Developing Business Excellence While Delivering Responsible Competitiveness

Nikos Avlonas () and John Swannick ()
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Nikos Avlonas: American College Of Greece
John Swannick: University of Bath

A chapter in Management Models for the Future, 2009, pp 1-14 from Springer

Abstract: Abstract There is a coherent business approach which brings together all facets of corporate responsibility – leadership, values, policy and processes, people, customers and society – to deliver improved performance. The EFQM Excellence Model helps us to: ensure we have a clear and constant purpose, it helps us to focus on the delivery of results. focus on customers and how we can create value by better meeting their needs. focus by systematically applying processes and fact-based assessments to manage our business and to make our strategic decisions. identify what we need to do to develop our people and maximise their potential. derive value from meeting our responsibilities to the communities we serve. achieve sustainable Excellence. The EFQM CSR Framework, based on the EFQM Excellence model, is more suited to its purpose than other CSR specific frameworks as it more obviously: is business driven; aligns corporate responsibility with business strategy; aligns with balanced scorecard strategic and tactical priorities; delivers intrinsic internal and external benchmarking opportunities; facilitates stakeholder engagement at all levels of the organisation. links self-assessment, improvement activity and external reporting The areas for improvement, identified in self-assessment against the Framework, are translated into prioritised objectives and key performance indicators developed to measure performance against these objectives. Working with colleagues across the business, bringing their particular knowledge and expertise to bear on the process, those objectives will inevitably reflect key business unit priorities. The intention for Lloyds TSB is to deliver corporate responsibility performance that reflects the key strategic priorities of the business and aligns the organisationÂ’s corporate responsibility priorities with the business strategy to deliver value. The areas for improvement, identified in self-assessment against the Framework, are translated into prioritised objectives and key performance indicators developed to measure performance against these objectives. Working with colleagues across the business, bringing their particular knowledge and expertise to bear on the process, those objectives will inevitably reflect key business unit priorities. The intention for Lloyds TSB is to deliver corporate responsibility performance that reflects the key strategic priorities of the business and aligns the organisation’s corporate responsibility priorities with the business strategy to deliver value.

Keywords: Excellence; Corporate Responsibility; Business Strategy; Performance; Value (search for similar items in EconPapers)
Date: 2009
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DOI: 10.1007/978-3-540-71451-4_12

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