COER, whilst based in NZ, are active worldwide in business excellence consultancy and research. We are particularly active in Australasia, Asia, and the Middle East.
For more information on COER and research opportunities go to http://www.coer.org.nz/
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We are always looking for enthusiatic students to join our PhD/Doctorate team. New Zealand is a great place to live and doctorates here are equivalent to those in the UK and Australia and less expensive.
This study investigates the process for co-ordinated benchmarking projects and identifies the key... more This study investigates the process for co-ordinated benchmarking projects and identifies the key success factors that facilitate such initiatives. It is based on the case of the ‘Dubai – We Learn’ initiative which comprised 13 co-ordinated benchmarking projects in different government departments. The study collected and analysed data on the 13 projects as well as perceptions of individuals that participated in the initiative. The study identified and classified the key success factors into five groups – leadership, documentation, teamwork, skills and operations. Furthermore, the success factors where differentiated by the stages of the TRADE Benchmarking Methodology for which they were most relevant.
SIGLEAvailable from British Library Document Supply Centre-DSC:Vm00/50243 / BLDSC - British Libra... more SIGLEAvailable from British Library Document Supply Centre-DSC:Vm00/50243 / BLDSC - British Library Document Supply CentreGBUnited Kingdo
Total quality management & business excellence, 2009
This paper examines the field of strategy deployment in relation to its connection with quality m... more This paper examines the field of strategy deployment in relation to its connection with quality management. It surveys literature from the two fields to strengthen the validity of a framework for implementing strategic initiatives in a business excellence (quality management) ...
International Journal of Quality & Reliability Management, Oct 10, 2008
PurposeTo examine the processes used by custodians of business excellence frameworks (BEFs) inter... more PurposeTo examine the processes used by custodians of business excellence frameworks (BEFs) internationally to review and revise their frameworks, and to present the findings of a review of the design of the Australian business excellence framework (ABEF).Design/methodology/approachA literature review, three surveys, and a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations.FindingsThe role of stakeholders in business excellence model design and development, the processes involved in framework review and enhancement, and the frequency of minor and major review activities and who led them are presented. We found there was widespread support for the design of the ABEF amongst stakeholders. This review of the ABEF design and its appropriateness to the Australian business environment are discussed.Research limitations/implicationsWhile the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians.Practical implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national business excellence strategies worldwide.Originality/valueThe paper updates the current situation regarding the review of BE frameworks in 16 countries, with a focus on Australia.
PurposeThe purpose of this paper is to examine the international use of business excellence (BE) ... more PurposeThe purpose of this paper is to examine the international use of business excellence (BE) models and the practices used by BE framework (BEF) custodians to encourage use.Design/methodology/approachA literature review, three surveys, a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations.FindingsOnly two of 16 BEF custodians had a formal measurement system in place to objectively measure the use of BEF by organisations over time. The use of the Australian BEF was lower than previously estimated at 1.3 percent and global use between 4 and 15 percent of organisations. The three most effective practices for assisting organisations in applying BE were tours of best or good practice organisations, publications on BE, and on‐line service/database of BE information.Research limitations/implicationsWhile the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians.Practical implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national BE strategies worldwide.Originality/valueThe paper updates the current situation regarding the utilisation of BE in 16 countries, with a focus on Australia.
Benchmarking: An International Journal, Sep 4, 2007
PurposeThe purpose of this paper is to describe how managers from a network of organisations form... more PurposeThe purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment.Design/methodology/approachThe participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices.FindingsDespite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.Research limitations/implicationsThe framework aids the analysis and classification of strategy deployment practices. Future research using longitudinal studies could evaluate the effectiveness of leading strategy deployment practices and identify circumstances that lead to the success or failure of strategy implementation.Practical implicationsThe framework highlights the management skills required for effective strategy deployment. It is applicable to a wide range of organisations.Originality/valueThe paper provides and example of network benchmarking and how it was managed. This will be of interest to organisations that are part of an existing network, or that wish to create a similar network. No benchmarking studies of strategy deployment were found in the literature.
Total quality management & business excellence, Jul 1, 2004
A This paper describes an innovative approach to fasttracking a group of organizations to... more A This paper describes an innovative approach to fasttracking a group of organizations towards world-class performance. The New Zealand Benchmarking Club, formed in May 2000, currently comprises 18 organizations that are striving to achieve an ambitious ...
Total quality management & business excellence, Nov 1, 2011
... [CrossRef] View all references; Saunders, Mann, & Smith, 200728. Saunders, M., Mann, ... more ... [CrossRef] View all references; Saunders, Mann, & Smith, 200728. Saunders, M., Mann, R. and Smith, R. 2007. Benchmarking strategy deployment practices. Benchmarking: An International Journal , 14(5): 609–623. [CrossRef] View all references). ...
Abstract This research investigates the strengths and opportunities for improvement of the Nation... more Abstract This research investigates the strengths and opportunities for improvement of the National Institute of Standards and Technology’s (NIST’s) Baldrige Performance Excellence Program (BPEP) in terms of designing the Malcolm Baldrige Excellence Framework (MBEF) and its deployment (promoting the MBEF, facilitating its use, and awarding Business Excellence (BE)) within the United States. Data were collected directly from NIST and compared to the data from 28 other BE Custodians (BECs) from 26 countries to identify the BE promotion, facilitation, and award related activities that the other BECs could learn from the BPEP and the best practices that the BPEP could learn from the other BECs. It was found that BPEP’s key strengths are a) the design of the MBEF, with 34.5% of BECs adopting it, second only to the EFQM with 44.8% adopters b) the awards process is robust with NIST rating its processes in this area more highly than in other areas. The BPEP’s key opportunities for improvement were in increasing the awareness of BE and facilitating organizations to use a BE approach. Recommendations are provided on how the BPEP can be improved, with examples of practices used by other BECs.
Benchmarking for quality management & technology, Sep 1, 1998
In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchm... more In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchmarking and Self‐Assessment Initiative” with the support of the Department of Trade and Industry and the Ministry of Agriculture, Fisheries and Food. As part of this initiative, nine food companies that excel in terms of the European Business Excellence Model were selected for visits. This paper reports on the best practices used by these companies in terms of the results they have achieved (in people satisfaction, customer satisfaction, impact on society and business results) and the way in which they have achieved them (through effective leadership, people management, policy and strategy, process management and resource management). For the food industry to move forward, it needs to take on board the best practices shown in this report. In particular, more food companies should consider using self‐assessment as a method for identifying improvement opportunities and assessing their progress towards business excellence.
This study investigates the process for co-ordinated benchmarking projects and identifies the key... more This study investigates the process for co-ordinated benchmarking projects and identifies the key success factors that facilitate such initiatives. It is based on the case of the ‘Dubai – We Learn’ initiative which comprised 13 co-ordinated benchmarking projects in different government departments. The study collected and analysed data on the 13 projects as well as perceptions of individuals that participated in the initiative. The study identified and classified the key success factors into five groups – leadership, documentation, teamwork, skills and operations. Furthermore, the success factors where differentiated by the stages of the TRADE Benchmarking Methodology for which they were most relevant.
SIGLEAvailable from British Library Document Supply Centre-DSC:Vm00/50243 / BLDSC - British Libra... more SIGLEAvailable from British Library Document Supply Centre-DSC:Vm00/50243 / BLDSC - British Library Document Supply CentreGBUnited Kingdo
Total quality management & business excellence, 2009
This paper examines the field of strategy deployment in relation to its connection with quality m... more This paper examines the field of strategy deployment in relation to its connection with quality management. It surveys literature from the two fields to strengthen the validity of a framework for implementing strategic initiatives in a business excellence (quality management) ...
International Journal of Quality & Reliability Management, Oct 10, 2008
PurposeTo examine the processes used by custodians of business excellence frameworks (BEFs) inter... more PurposeTo examine the processes used by custodians of business excellence frameworks (BEFs) internationally to review and revise their frameworks, and to present the findings of a review of the design of the Australian business excellence framework (ABEF).Design/methodology/approachA literature review, three surveys, and a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations.FindingsThe role of stakeholders in business excellence model design and development, the processes involved in framework review and enhancement, and the frequency of minor and major review activities and who led them are presented. We found there was widespread support for the design of the ABEF amongst stakeholders. This review of the ABEF design and its appropriateness to the Australian business environment are discussed.Research limitations/implicationsWhile the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians.Practical implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national business excellence strategies worldwide.Originality/valueThe paper updates the current situation regarding the review of BE frameworks in 16 countries, with a focus on Australia.
PurposeThe purpose of this paper is to examine the international use of business excellence (BE) ... more PurposeThe purpose of this paper is to examine the international use of business excellence (BE) models and the practices used by BE framework (BEF) custodians to encourage use.Design/methodology/approachA literature review, three surveys, a series of focus groups and key informant interviews were conducted. The study involved input from 16 countries and was part of a larger study of how BEFs are designed, reviewed, promoted and deployed within and across nations.FindingsOnly two of 16 BEF custodians had a formal measurement system in place to objectively measure the use of BEF by organisations over time. The use of the Australian BEF was lower than previously estimated at 1.3 percent and global use between 4 and 15 percent of organisations. The three most effective practices for assisting organisations in applying BE were tours of best or good practice organisations, publications on BE, and on‐line service/database of BE information.Research limitations/implicationsWhile the primary focus was on the Australian context, the findings draw upon a range of international sources and hence are of relevance to all BEF custodians.Practical implicationsThe findings from the project were used to redesign the ABEF, and are expected to help inform national BE strategies worldwide.Originality/valueThe paper updates the current situation regarding the utilisation of BE in 16 countries, with a focus on Australia.
Benchmarking: An International Journal, Sep 4, 2007
PurposeThe purpose of this paper is to describe how managers from a network of organisations form... more PurposeThe purpose of this paper is to describe how managers from a network of organisations formed and operated as a team to work on a benchmarking project. The project had the dual purpose of enabling learning for the participants, and identifying leading practices in strategy deployment.Design/methodology/approachThe participants were managers with responsibility for strategy deployment. Data were collected from case studies of seven diverse New Zealand organisations that were undertaking performance improvement using the Baldrige performance excellence model. The unit of analysis for the case studies was a strategic initiative that the organisation had deployed. Secondary sources were also used to identify leading deployment practices.FindingsDespite the different sectors, sizes, and cultures of the participating organisations their strategy deployment issues were similar and the managers were able to share experiences and cooperate effectively. Over 50 leading deployment practices were identified. Seven dimensions of strategy deployment were determined. A framework for strategy deployment was developed.Research limitations/implicationsThe framework aids the analysis and classification of strategy deployment practices. Future research using longitudinal studies could evaluate the effectiveness of leading strategy deployment practices and identify circumstances that lead to the success or failure of strategy implementation.Practical implicationsThe framework highlights the management skills required for effective strategy deployment. It is applicable to a wide range of organisations.Originality/valueThe paper provides and example of network benchmarking and how it was managed. This will be of interest to organisations that are part of an existing network, or that wish to create a similar network. No benchmarking studies of strategy deployment were found in the literature.
Total quality management & business excellence, Jul 1, 2004
A This paper describes an innovative approach to fasttracking a group of organizations to... more A This paper describes an innovative approach to fasttracking a group of organizations towards world-class performance. The New Zealand Benchmarking Club, formed in May 2000, currently comprises 18 organizations that are striving to achieve an ambitious ...
Total quality management & business excellence, Nov 1, 2011
... [CrossRef] View all references; Saunders, Mann, & Smith, 200728. Saunders, M., Mann, ... more ... [CrossRef] View all references; Saunders, Mann, & Smith, 200728. Saunders, M., Mann, R. and Smith, R. 2007. Benchmarking strategy deployment practices. Benchmarking: An International Journal , 14(5): 609–623. [CrossRef] View all references). ...
Abstract This research investigates the strengths and opportunities for improvement of the Nation... more Abstract This research investigates the strengths and opportunities for improvement of the National Institute of Standards and Technology’s (NIST’s) Baldrige Performance Excellence Program (BPEP) in terms of designing the Malcolm Baldrige Excellence Framework (MBEF) and its deployment (promoting the MBEF, facilitating its use, and awarding Business Excellence (BE)) within the United States. Data were collected directly from NIST and compared to the data from 28 other BE Custodians (BECs) from 26 countries to identify the BE promotion, facilitation, and award related activities that the other BECs could learn from the BPEP and the best practices that the BPEP could learn from the other BECs. It was found that BPEP’s key strengths are a) the design of the MBEF, with 34.5% of BECs adopting it, second only to the EFQM with 44.8% adopters b) the awards process is robust with NIST rating its processes in this area more highly than in other areas. The BPEP’s key opportunities for improvement were in increasing the awareness of BE and facilitating organizations to use a BE approach. Recommendations are provided on how the BPEP can be improved, with examples of practices used by other BECs.
Benchmarking for quality management & technology, Sep 1, 1998
In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchm... more In June 1996, Leatherhead Food Research Association launched the “Food and Drinks Industry Benchmarking and Self‐Assessment Initiative” with the support of the Department of Trade and Industry and the Ministry of Agriculture, Fisheries and Food. As part of this initiative, nine food companies that excel in terms of the European Business Excellence Model were selected for visits. This paper reports on the best practices used by these companies in terms of the results they have achieved (in people satisfaction, customer satisfaction, impact on society and business results) and the way in which they have achieved them (through effective leadership, people management, policy and strategy, process management and resource management). For the food industry to move forward, it needs to take on board the best practices shown in this report. In particular, more food companies should consider using self‐assessment as a method for identifying improvement opportunities and assessing their progress towards business excellence.
2. Mann, R.S, Adebanjo. A, Abbas, A, Neaimi, H, and El-Kahlout, Z, 2019
In 2015 the Dubai Government Excellence
Programme (DGEP) launched the ‘Dubai We Learn’ initiative... more In 2015 the Dubai Government Excellence Programme (DGEP) launched the ‘Dubai We Learn’ initiative to foster an organisational learning culture within government. This initiative would act as a springboard for government entities to learn new skills and acquire new tools and techniques that would support innovation and a citizen-focussed approach to delivering government services. The Centre for Organisational Excellence Research, New Zealand was DGEP’s strategic and technical partner for delivering the initiative. The expertise of the Centre and the range of tools developed such as the TRADE Benchmarking Methodology and the Best Practice Resource (www. dgep.bpir.com) would be central to supporting this initiative.
This book presents a summary of the 2nd cycle of Dubai We Learn’s Excellence Makers Program. This is the 2nd book published on this program, the first book summarised the 1st cycle. The Excellence Makers Program runs on a one-year cycle offering the chance for project teams to be guided on how to find and implement best practices in areas of strategic priority. For 2017 to 2018, 11 government entities participated with teams addressing a variety of challenges ranging from the organisationally simple to the technically complex. During the project year, the project teams had opportunities to visit and learn from leading international organisations in locations as diverse as Singapore, USA, UK, Germany and the UAE. They also had opportunities to share their progress with other teams and at international conferences. The success of the projects and the new abilities of the teams have provided a solid foundation for continuous improvement across the whole of Dubai government. In conclusion, the government entities that participated in the project have shown the commitment and ability to be anchors for the future development of public services in Dubai.
This book aims to promote organisational learning and to share the best practices that resulted f... more This book aims to promote organisational learning and to share the best practices that resulted from 13 benchmarking projects. These projects were undertaken by Dubai Government entities as part of the Dubai We Learn Initiative from 2015 to 2016.
This guidebook on Business Excellence Models and Awards for the Public Sector has been developed ... more This guidebook on Business Excellence Models and Awards for the Public Sector has been developed through workshops organized by the Asian Productivity Organization’s (APO) Centre for Excellence for business excellence. This guidebook aims to assist national productivity organizations (NPOs) that are: • Considering whether to introduce a business excellence model or award for the first time in the public sector • Seeking to enhance an established business excellence model and/or award for the public sector The guidebook begins with an exploration of the importance of business excellence awards and models through a series of questions and answers. This is followed by a summary of the views of NPOs on business excellence. Thereafter, information is presented on how to promote business excellence, assist organizations in using a business excellence approach, and recognize organizations through an awards process. The last section provides examples of how NPO member economies are implementing business excellence in the public sector.
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Papers by Robin Mann
Programme (DGEP) launched the ‘Dubai We Learn’ initiative to foster an organisational learning culture within government. This initiative would act as a springboard for government entities to learn new
skills and acquire new tools and techniques that would support innovation and a citizen-focussed approach
to delivering government services. The Centre for Organisational Excellence Research, New Zealand was DGEP’s strategic and technical partner for delivering the initiative. The expertise of the Centre and the range of tools developed such as the TRADE Benchmarking Methodology and the Best Practice Resource (www. dgep.bpir.com) would be central to supporting this initiative.
This book presents a summary of the 2nd cycle of Dubai We Learn’s Excellence Makers Program. This is the 2nd book published on this program, the first book summarised the 1st cycle. The Excellence Makers Program runs on a one-year cycle offering the chance for project teams to be guided on how to find and implement best practices in areas of strategic priority. For 2017 to 2018, 11 government entities participated with teams addressing a variety of challenges ranging from the organisationally simple to the technically complex. During the project year, the project teams
had opportunities to visit and learn from leading international organisations in locations as diverse as Singapore, USA, UK, Germany and the UAE. They also had opportunities to share their progress with other teams and at international conferences.
The success of the projects and the new abilities of the teams have provided a solid foundation for continuous improvement across the whole of Dubai government. In conclusion, the government entities that participated in the project have shown the commitment and ability to be anchors for the future development of public services in Dubai.
• Considering whether to introduce a business excellence model or award for the first time in the public sector
• Seeking to enhance an established business excellence model and/or award for the public sector
The guidebook begins with an exploration of the importance of business excellence awards and models through a series of questions and answers. This is followed by a summary of the views of NPOs on business excellence. Thereafter, information is presented on how to promote business excellence, assist organizations in using a
business excellence approach, and recognize organizations through an awards process. The last section provides examples of how NPO member economies are implementing business excellence in the public sector.