Global Research Study Spells Opportunity for CMC-Canada Members

By Dawn Ringrose posted 7 days ago


On March 31, 2015 the Organizational Excellence Technical Committee QMD, ASQ (OETC) launched the ‘First Global Assessment on the Current State of Organizational Excellence’. This research was supported by the Global Benchmarking Network, International Academy for Quality and ISO Technical Committee 176 and was led by Dawn Ringrose FCMC, Principal of Organizational Excellence Specialists Inc (Canada). The project was intended to provide data on the extent to which organizations are characterized by principles that depict a culture committed to excellence and had deployed the best management practices common to high performing organizations (found in excellence models).

These principles and practices are found in excellence models that are used in many countries around the world. Developed in the late 1980’s and that have evolved over time, there is now over 20 years of global research that has validated the positive relationship between implementing an excellence model and developing a culture committed to excellence and improving organizational performance across a balanced system of measurement (formula for success).

Much of this research has focused on high performing organizations that have successfully implemented an excellence model, however, this particular research project has been much more robust in that it aimed to gather data from a more varied population: leadership and management roles with varying awareness about excellence models, four different size organizations, 21 industry sectors and 7 regions.

Study Process and Key Findings
An integrated excellence model was used in the assessment (Figure 1) and 1,029 respondents participated in the study.


Figure 1. Organizational Excellence Framework ©2010 Dawn Ringrose & Associates Inc.

In April 2019, the aggregate findings provided a preliminary snapshot on the current state of organizational excellence around the world (Global OE Index).

Key findings included:

  • Most organizations rated the Principles or their culture of excellence quite positively
  • Overall, the Principles were rated significantly higher than the Key Management Areas
  • The highest rated Key Management Areas were ‘Governance’ and ‘Customers’ and the lowest rated areas were ‘Suppliers & Partners’ and ‘Resource Management’
  • Of the best management practices, the highest rated practices were ‘Ensure governance system meets obligations’ and ‘Take corrective action when problems occur’ and the lowest rated practices were:
    • Empowerment related  - ‘Encourage employees to be innovative and take risks’
    • Future oriented - ‘Develop contingency plans for unforeseen events’, ‘Conduct capability gap for resources’
    • Collaborative - ‘Involve customers, suppliers and partners in designing and analyzing processes’, ‘Use external data to compare performance to other organizations’
  • Open-ended comments provided additional background on current state and support for the assessment process - “Very thorough high-level survey. Eager to see the combined responses. I sense a lot of opportunity for improvement in more areas”, “Survey was good self- assessment. It allowed me to look again at performance in various elements”

This study has provided some meaningful insights for the working population at large. This population includes, but is not limited to:

  • Governments wanting to provide support to industry and grow their economy and trade
  • Businesses wanting to attract and serve their customers well and become more profitable
  • Non-profit associations wanting to understand their member requirements and deliver a strong value proposition
  • Educational institutions wanting to transfer knowledge to and develop skills of students that will be attractive to future employers
  • Industry sectors wanting to examine current state and strengthen overall performance
  • Research entities wanting to conduct follow-on studies that show the positive relationship between organizational excellence and social, environmental and economic indicators

And the study provides insights for CMC members on how the management consulting profession can be instrumental in providing support to the working population:

  • Sharing the ‘formula for success’ that an excellence model offers to an organization
  • Appreciating the alignment between the principles and the practices in the excellence model and the CMC Body of Knowledge and functional areas of practice for members (generalists, specialists)
  • Using the assessment tool as a robust diagnostic to identify the strengths and opportunities for improvement when working with a(n):
    • Organization
    • Industry sector
    • Country
  • Examining the rich source of information in the open-ended comments that provides a better understanding of the current state and desired future state
  • Providing a range of services to assist with building on strengths and addressing gaps:
    • Training
    • Coaching
    • Consulting
    • Researching
  • Tracking the results on engagements to quantify the value delivered and/or demonstrate improvement over time
  • Working with organizations in a community to improve performance and have a lasting impact:
    • Achieving exceptional results
    • Bolstering the local economy
    • Strengthening trade
    • Impacting resident quality of life 

Please take a few moments to review the global research report in more detail here  and reflect on how you can leverage the results and add value for your practice or (client) organization. 

And if you are interested in a follow-on session to ask questions, get involved and/or discuss possibilities, just reach out and let’s organize an online forum to discuss.


About the Author – Dawn RingroseDawn_Ringrose_Final.png
Dawn Ringrose MBA, FCMC is Principal of Organizational Excellence Specialists Inc and Author of the Organizational Excellence Framework publication and accompanying toolkit that aligns with the consulting (business) process and organization’s excellence journey. Her qualifications include: Certified Organizational Excellence Specialist, Certified Excellence Professional, Registered ISO 9000 Specialist, Assessor of Quality Systems. She has worked in the organizational excellence field since 1990 and several clients have earned national excellence awards. Dawn currently serves in leadership positions with the Global Benchmarking Network and ASQ and is committed to a vision of populating the world with good professionals that can use the toolkit to make a difference in their region.

She can be reached at