EFQM Framework for Enterprise 2.0 - Summary... 5 EFQM Framework for Enterprise 2.0 Assessment Guide... 9 1. Leadership... 9 2. Strategy... 10 3.

EFQM is a global non-for-profit membership foundation based in Brussels, Belgium. With more than 500 members covering more than 55 countries and 50 industries, we provide a unique platform for organisations to learn from each other and improve performance. EFQM is the custodian of the EFQM Excellence Model, a business model which is helping over 30 000 organisations around the globe to strive for Sustainable Excellence. EFQM Members share a common goal; the pursuit of excellence. The EFQM Excellence Model provides a common framework and language that facilitates the effective sharing of information between organisations; transcending sectorial, cultural and maturity barriers. Becoming part of this network will enable you to engage with like-minded individuals, sharing experience and ideas to develop new, innovative and practical solutions to address the real challenges your organisation needs to overcome to become successful. The EFQM Framework for Enterprise 2.0 has been developed to provide organisations with a holistic and universal approach towards excellence in managing their Enterprise 2.0 strategy. The Framework is based on the 9 criteria of the EFQM Model (see Appendix 2) to which specific Enterprise 2.0 issues have been linked. This EFQM Framework starts with a brief introduction to the topic of Enterprise 2.0, followed by three sections: EFQM Framework for Enterprise 2.0 - Summary, EFQM Framework for Enterprise 2.0 Assessment Guide, and Information on Self-Assessment and the EFQM Model. This EFQM Framework for Enterprise 2.0 can be used as follows: As a structure to define and implement an Enterprise 2.0 strategy. As a tool for self-assessment, by measuring where the organisation is, and helping to understand the gaps towards excellence in managing their Enterprise 2.0 strategy. 2011 EFQM No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without either the prior written permission of, or a license permitting restricted copying and use for a third party, from the publisher. 2

EFQM Framework for Enterprise 2.0 - Summary... 5 EFQM Framework for Enterprise 2.0 Assessment Guide... 9 1. Leadership... 9 2. Strategy... 10 3. People... 11 4. Partnerships & Resources... 12 5. Processes, Products & Services... 13 6. Customer Results... 14 7. People Results... 15 8. Society Results... 16 9. Key Results... 17 Introduction to Self-Assessment... 18 Appendix 1: Case Studies... 19 Appendix 2: The EFQM Excellence Model... 20 The Fundamental Concepts of Excellence... 20 The EFQM Excellence Model... 21 The RADAR Logic... 22 Acknowledgments... 23 3

Enterprise 2.0 is the use of "Web 2.0" technologies within an organisation to enable or streamline business processes while enhancing collaboration - connecting people through the use of social media tools. Enterprise 2.0 aims to help employees, customers and external partners (such as suppliers) collaborate, share, and organise information. Enterprise social software includes social and networked modifications to corporate intranets and other classic software platforms used by organisations to organise their communication. In contrast to traditional enterprise software, which imposes structure prior to use, enterprise social software tends to encourage use prior to providing structure. Social networking capabilities can help organisations capture unstructured tacit knowledge. The challenge then becomes how to distil meaningful, re-usable knowledge from other content also captured in tools such as blogs, online communities, and wikis. Blogs and wikis function as collaboration tools, and as such, they have uses mainly in sharing "unstructured" information associated with ad hoc or ongoing projects and processes. Use of social media leads to new work patterns, such as web-based processes, remote collaboration, home office employment, etc. It also leads to new control patterns - associates are not necessarily working in the office, information flows freely and emergent applications appear. Use of social media fundamentally changes the way that organisations relate with external parties. In the past, organisational communication was primarily a download of information. With social media, communication is multidirectional between the organisation, customers and other interested parties. This reduces the organisation s control of information flow since it is now only one of many parties providing information. Social software for an enterprise must (according to Andrew McAfee, MIT) have the following functionality to work well (McAfee 2006): Search: allowing users to search for other users or content Links: grouping similar users or content together Authoring: including blogs and wikis Tags: allowing users to tag content Extensions: recommendations of users; or content based on profile Signals: allowing people to subscribe to users or content with RSS feeds Freeform function: no barriers to authorship (meaning free from a learning curve or from restrictions) Network-oriented function, requiring web-addressable content in all cases Social function: stressing transparency (to access), diversity (in content and community members) and openness (to structure) Emergence function: requiring the provision of approaches that detect and leverage the collective wisdom of the community These applications can bring added value to organisations: They facilitate user ergonomics: navigation more suited to the user, saving time. RSS feeds keep employees informed of events: the contribution of the RSS is more customisable, which allows information to focus on individual interests and activities. Wikis can be used for organisational documentation. They encourage collaboration. They increase interaction with customers. They simplify integration with partners. This Framework is based on the above principles. 4

This document describes the success criteria for Enterprise 2.0 and maps them to the EFQM Excellence Model, thus ensuring a comprehensive and balanced approach to planning and implementing Enterprise 2.0. Visibly demonstrating commitment to a collaboration and social networking culture, based on a strong foundation of transparency, openness and trust, encouraging communication across all hierarchical levels; Being personally involved in ensuring that social media technologies are developed, deployed and integrated with the organisation's management system this includes leaders themselves learning to use new web tools and processes, and establishing clear guidelines for behaviour and confidentiality in using social media; Understanding and leading digital natives, and fostering exchange between generations (e.g. reverse mentoring); Using social media to engage with external stakeholders and extend online collaboration throughout the value chain; Reinforcing a collaborative culture with the organisation's people, with leaders coaching and facilitating; Developing new control patterns that focus on output, encourage flexible work time patterns and emergent web and social media applications; Ensuring that the organisation is flexible and manages change effectively. Lessons learned: Act as role models, but learn to let go Establishing a clear strategy for what the organisation wants to achieve with Enterprise 2.0 (results) and how it wants to achieve it (enablers); Considering both opportunities and risks related to social media in establishing the organisation s strategy; Using social media to develop and communicate the organisation s overall strategy; Considering the strategic importance of internal collaboration, external collaboration and new forms of interaction with customers; Developing a strategy for governance of online communities; Developing an IT strategy for social media platforms. Lessons learned: Start small but think big 5

Aligning Enterprise 2.0 initiatives and people plans to support the organisation s strategy; Understanding and developing the skills and competencies required to support Enterprise 2.0; Using social media to ensure alignment of individual and team objectives with the organisation s goals; Using social media to encourage effective communication & collaboration throughout the organisation, including self-organisation of teams; Developing recognition and reward systems suitable for social media; Supporting people in adapting to new work patterns and in balancing risks and opportunities on the web - the difference between work time and private time is hazier, web tools are available anywhere and anytime, global work patterns vary. Lessons learned: Quickly achieve a critical mass of participants Using social media to develop collaborative partnerships with a variety of 3 rd parties; Ensuring appropriate financial and non-financial resources are available to support social media initiatives; Managing the technology portfolio to support social media; Effectively exploiting the knowledge creation and management capabilities of social media; Taking advantage of opportunities for open sourcing, crowd sourcing, open innovation and co-design; Developing clear policies on information security, confidentiality and access in collaboration with partners. Lessons learned: Ensure availability of resources for new social media roles, such as gardening Integrating the use of social media in the organisation s processes; Exploiting the use of social media for collaborative design and development (e.g. peer production); Integrating the use of social media with marketing and promotion strategies; Actively using social media to support the delivery of products and services; Using social media to develop and enhance customer relationships, resulting in simpler and more intensive communication with customers, potential customers and other interested parties (e.g. forums); Developing simpler means of obtaining and analysing customer feedback online and thus improving customer service; Increasing the speed of response to online activities and inquiries, which needs to be much faster than with traditional media. Lessons learned: Integrate social media in your work flow, don t use it as an add-on 6

In order to focus your Enterprise 2.0 activities on what you want to achieve with social media, it is necessary to: WITH SOCIAL MEDIA Define the benefits for stakeholders resulting from your use of social media, as quantified targets for your organisation to achieve (over a span of at least 3 years) - this should be in line with your Enterprise 2.0 strategy. Identify and learn from benchmark achievers for the benefits that you have targeted. There are many sources of benchmarking information, one of them being sharing what works with the EFQM community. Use external perception and internal performance measures to monitor target achievement and to identify necessary improvement actions. By mapping Enterprise 2.0 to the EFQM Excellence Model, we cluster these results in four categories: customers, people, society and key results. Increased customer satisfaction; Online marketing data; More efficient and effective marketing; Better customer service; Discussions about new and existing products on the market; Perception of customers (e.g. reputation monitoring); Internal performance data on delivery of products and services; Direct contact with a large number of end users; Decreased time to market. A more attractive work environment using social media; Better collaboration between remote locations; Faster access to and sharing of information; Faster access to subject matter experts; Improved recruitment of talented personnel via social media; A more enjoyable work climate; Active communities for students and interns to optimise communication; Increased people satisfaction. Simplified interaction between the organisation and society at large and improved statistical significance of information and feedback from society from a larger number of contacts; Reduced pollution, traffic jams and use of natural resources with flexible work patterns (e.g. home office) and reduction of the number of business trips; Improved rapport with society and simplified access to the organisation (e.g. E-participation of society in major decisions with a high impact on society); Involvement of society in designing social offerings, such as training and apprenticeship programs, use of company facilities for social events, sponsoring of social activities, etc.; Improved communication with society with easy, anytime access to the organisation's web site, thus improving understanding of society's needs and expectations; Accelerated technical and scientific progress and new solutions to existing problems by sharing knowledge, information and ideas, to the benefit of greater society; Increased innovation due to easier input of innovative ideas from society; Use of social media to stay in direct contact with a large number of people in the organisation s environment. 7

More innovation by using social media internally and externally; Improved image using social media; Improved process quality and efficiency using social media; Improved market performance using social media; More attractive employer status by responding to the needs and expectations of people seeking employment; Improved collaboration between remote teams using social media; Faster and more flexible reaction to critical situations using social media; Faster formation of project teams; Reduced travel costs by increased online collaboration; More satisfied external partners and suppliers; Reduced supply chain costs. 8

EFQM CRITERION DEFINITION Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation. 1a. Leaders develop the mission, vision, values and ethics and act as role models. Setting and communicating clear values, ethics and expectations for internal and external use of social media, typically as social media guidelines, including information classification, dealing with confidential information, and guidelines on private and work-related use of social media in the organisation; Acting as role model for integrity, social responsibility and ethical behaviour in social networks; Actively participating in the online community, promoting a culture of collaboration within the organisation and with stakeholders. 1b. Leaders define, monitor, review and drive the improvement of the organisation s management system and performance. Clearly defining the results and benefits they want to achieve with social media and ensuring appropriate measures are developed and tracked; Using social media to simplify processes, promoting creativity and emergent workflows; Using social media to develop and track the organisation s brand image. 1c. Leaders engage with external stakeholders. Using social media to create and maintain a dialogue with external stakeholders; Extending online collaboration throughout the value chain; Building trust with stakeholders through open and authentic communication; Ensuring transparency of information to key stakeholders, in line with their expectations for online communication. 1d. Leaders reinforce a culture of excellence with the organisation s people. Encouraging collaboration across all hierarchical levels by motivating and empowering people to work together; Encouraging people to use social media to work more efficiently and effectively, developing new work patterns; Focussing on deliverables rather than monitoring the use of time; Promoting equal opportunities and diversity through online collaboration and empowerment. 1e. Leaders ensure that the organisation is flexible and manages change effectively. Understanding how to lead teams with members having different degrees of aptitude with social media (e.g. digital natives); Learning how to effectively use new hardware and software, acting as role models for others; Exploiting new approaches and ways of working emerging from the use of social software; Defining the roles needed to effectively implement Enterprise 2.0 in the organisation (e.g. champions, gardeners); Allocating resources to manage online communities. 9

EFQM CRITERION DEFINTION Excellent organisations implement their Mission and Vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy. 2a. Strategy is based on understanding the needs and expectations of both stakeholders and the external environment. Establishing a continuous dialogue with stakeholders using social media to capture their needs and expectations as input for the development and review of the strategy and supporting guidelines; Using social media analysis to identify and anticipate economic, technological and social developments and trends in the organisational environment; Using mechanisms of crowd intelligence (e.g. prediction markets) to obtain forecasts about future scenarios and risks; Analysing the potential of modified value creation chains (co-creation, co-innovation, open innovation) and openness of the organisation by using modern concepts of collaboration (social media); Analysing internal and external social media to identify, understand and anticipate opportunities and threats. 2b. Strategy is based on understanding internal performance and capabilities. Using social media to identify needs of individuals, teams and the entire organisation; Using the higher connectivity of the organisation as well as feedback and resonance effects in the network to react quickly to relevant changes in technology, business models, and markets (Real Time Strategy); Understanding the relationship between social media and the corresponding KPI s (e.g. flexibility, innovation, collaboration, knowledge, employee satisfaction). 2c. Strategy and supporting policies are developed, reviewed and updated. Developing a clear strategy for the organisation s Enterprise 2.0 activities, aligned to the overall objectives of the organisation; Setting clear goals for all results criteria and defining the KPI s required to track progress; Organising the strategy development process openly and transparently in order to involve employees and to take their feedback into account continuously. 2d. Strategy and supporting policies are communicated, implemented and monitored. Discussing and communicating the strategy by using social media to achieve a continuous dialogue (comments, questions, suggestions) and to respond promptly to it; Using social media for communicating, implementing and monitoring the organisation s strategy; Using social media to monitor and analyse achievement of the goals for results criteria; Aligning initiatives resulting from social media activities (both planned and emergent initiatives) with the organisation s strategy; Defining a road map of implementation in terms of progress (time), technology, degree of expansion in the organisation or beyond, and affected processes. 10

EFQM CRITERION DEFINTION Excellent organisations value their people and create a culture that allows the mutually beneficial achievement of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation. 3a. People plans support the organisation s strategy. Using social media to involve a wider group of employees and their representatives in reviewing people strategies, policies and plans; Involving employees and their representatives in developing and reviewing use of social media, thus creating broad support; Including social media as a core competence for recruitment, career development, mobility, succession planning. 3b. People s knowledge and capabilities are developed. Understanding the skills and competencies required for successful use of social media; Ensuring training and development plans help people to acquire these skills and competencies; Supporting people in developing their ability to filter information to avoid information overload. 3c. People are aligned, involved and empowered. Using feedback loops available through social technologies to align team and organisational objectives; Creating an architecture of participation using social media where individual and team dedication, skills, talents and creativity are used to their full extent; Ensuring that people using social media with external parties are aware that they are ambassadors of the organisation; Using social media to find improvement potential (e.g. employee suggestions); Developing clear guidelines for work and private use of social media; Balancing strategic alignment of activities and autonomy of users of social media, to achieve strategic goals but to allow for self-organisation of teams, emergent improvement, innovation and open sharing of the organisation s knowledge; Allowing for work place innovation due to new work patterns, increased mobility and mobile hardware and software. 3d. People communicate effectively throughout the organisation. Integrating use of social media within the overall communications plan; Using a mix of traditional media and social media to improve internal communication; Creating a culture of openness and sharing of knowledge; Developing communities using social media, creating a global network of expertise. 3e. People are rewarded, recognised and cared for. Developing appropriate policies to ensure a healthy work / life balance in the reality of 24/7 connectivity; Understanding the motivation of individuals to participate in social media activities, and developing appropriate recognition and reward systems; Promoting a culture of transparency, sharing, participation, openness and authenticity in use of social media. 11

EFQM CRITERION DEFINTION Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes. They ensure that they effectively manage their environmental and societal impact. 4a. Partners and suppliers are managed for sustainable benefit. Using social media to enable more efficient communication with external partners; Using social media to work more closely and efficiently with external partners (e.g. purchasing innovation, open innovation, cocreation); Establishing extensive networks using social media to identify potential partnership opportunities. 4b. Finances are managed to secure sustained success. Providing financial and non-financial resources to support planned and emergent social media activities; Providing resources for new roles required for social media (e.g. champions, gardeners, trainers). 4c. Buildings, equipment, materials and natural resources are managed in a sustainable way. Optimising office space requirements by supporting new work patterns with social media (e.g. home office, mobile hardware and software); Providing necessary hardware and software for social media. 4d. Technology is managed to support the delivery of strategy. Integrating social media technologies and usage within the overall IT strategy; Identifying and evaluating alternative and emerging web technologies regarding their impact on organisational performance and capabilities and the environment; Using internal collaboration tools (e.g. workspaces, live meeting tools) for enabling information and best practice sharing; Ensuring the security and integrity of communication platforms and tools. 4e. Information and knowledge are managed to support effective decision making and to build the organisation s capability. Using social media to more efficiently manage and share information and knowledge, internally and externally; Establishing clear guidelines on confidentiality of information and access rights in social media, covering both internal and external applications; Supporting innovation and creative thinking within the organisation using social media; Exploring the possibilities of using open sourcing, open innovation and co-design to enhance competitiveness. 12

EFQM CRITERION DEFINTION Excellent organisations design, manage and improve processes, products and services to generate increasing value for customers and other stakeholders. 5a. Processes are designed and managed to optimise stakeholder value. Analysing the organisation s processes to understand where social technology may contribute to improving process performance; Integrating the use of social media in the organisation s processes (e.g. electronic work flows), thus ensuring that use of social media is not an add-on activity; Analysing use cases for social media and adapting processes accordingly. 5b. Products and services are developed to create optimum value for customers. Involving stakeholders to invent, design and develop products and services (e.g. peer production, co-creation); Using information in social media to understand the needs of their customers; Using social media to get feedback from potential customers on advanced design of new products not yet on the market; Developing new web-based services. 5c. Products and services are effectively promoted and marketed. Determining which social media activities (e.g. blogs, podcast, forums) are best suited for the organisation s products and services; Using social media to promote and market products and services; Understanding the mechanisms of social marketing (e.g. viral marketing) and using them appropriately; Optimising the marketing mix of traditional media and social media; Using social media to determine the effectiveness of marketing campaigns. 5d. Products and services are produced, delivered and managed. Using social media to sell products and services; Using social media for online financing and invoicing of products and services; Using social media to keep customers informed on delivery of products and services; Using social media to enhance customer service. 5e. Customer relationships are managed and enhanced. Allowing 3 rd parties to participate in customer support on the organisation s social media platforms, providing faster and better answers to customer inquiries; Participate in forums discussing their products and services; Use social media to present new products and services to existing customers; Have contingency plans for detecting and dealing very quickly (e.g. within hours, not days) with serious online situations (e.g. potential image issues, major product and service problems). 13

EFQM CRITERION DEFINTION Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their customers. 6a. Perceptions These are the customers perceptions of the organisation. They may be obtained from a number of sources, including compliments and complaints on social media such as social networks, micro- and weblogs, customer surveys, focus groups, vendor ratings. MEASURES COULD INCLUDE: Reputation and image (e.g. number of Twitter followers, number of Facebook fans; number of trackbacks for own weblogs, number of multiplicators in social media; sentiment analysis data from social media, external recognition on social media) Product and service value (e.g. number of products or services optimised with social media (online video customer support); product and service feedback via social media) Product and service delivery (e.g. social media monitoring for product and service responses; opinions of lead users in customer forums; customer community feedback if applicable) Customer service, relationship and support (e.g. response times to customer inquiries; segmentation of social media used to deliver service and support; product problems identified via social media) Customer loyalty and engagement (number of actively engaged customers; intensity of customer discussions; usage of viral marketing campaigns, aggregations of social media measurements (tonality, sentiment)) 6b. Performance Indicators These are the internal measures used by the organisation in order to monitor, understand, predict and improve the performance of the organisation and to predict its impact on the perceptions of its customers. MEASURES COULD INCLUDE: Product and service delivery (e.g. sales support, number of products sold) via social media Customer service, relationships and support (social media activity with customers; number of blogs; number of Twitterers in the organisation; amount of self service via customer communities; number of new customers via social media) Complaints and compliments (number of complaints and compliments via social media) Involvement of customers and partners in the design of products, processes, etc. (interactive value creation via collaboration platforms; number of open innovation proposals) 14

EFQM CRITERION DEFINTION Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their strategy and supporting policies, based on the needs and expectations of their people. 7a. Perceptions These are the people s perceptions of the organisation. They may be obtained from a number of sources including surveys, focus groups, interviews, etc. MEASURES COULD INCLUDE: Employee survey feedback concerning social responsibility, work-life balance, quality of occupational training and use of social media in the organisation Employee feedback on openness and transparency of information and communication Employee feedback on ease of access to knowledge and to subject matter experts Employee feedback on leadership acceptance and support on social media Internal feedback on the quality and speed of communication Satisfaction of students and interns with organisational communication Internal feedback on the quality and speed of decision making Satisfaction with social media tools available Ease of use Opportunity to learn and achieve Involvement and engagement Leadership support Training opportunities 7b. Performance Indicators These are the internal measures used by the organisation in order to monitor, understand, predict and improve the performance of the organisation to predict its impact on the perceptions of its people. MEASURES COULD INCLUDE: Employee participation in social media (percentage of employees participating, participation time per employee, tools used) Training rates for social media Recognition and reward for users of the organisation s social media Extent of self-organisation and emergent activities Percentage of online contacts leading to recruitment Social media management and support functions (e.g. number of social media champions, gardeners, trainers) 15

EFQM CRITERION DEFINTION Excellent organisations develop and agree a set of performance indicators and related outcomes to determine the successful deployment of their societal and ecological strategy and related policies, based on the needs and expectations of the relevant external stakeholders. 8a. Perceptions These are society's perception of the organisation. They may be obtained from a number of sources, including compliments and complaints on social media platforms like social networks, micro- and weblogs, surveys, focus groups, vendor ratings. MEASURES COULD INCLUDE: Reputation and image (e.g. number of Twitter followers, number of Facebook fans; number of trackbacks for own weblogs, number of multiplicators in the social channels; sentiment analysis data from social channels) Online rankings with respect to environmental impact Online rankings with respect to environmentally friendly products and services Online rankings with respect to work-life balance Online rankings with respect to social responsibility Online rankings with respect to the number of apprenticeships offered to youth, internships, students sponsored Online rankings with respect to sponsorship of local activities Online rankings with respect to good organisational citizenship Online rankings with respect to employment of women Online feedback on the organisation s social performance 8b. Performance Indicators These are the internal measures used by the organisation in order to monitor, understand, predict and improve the performance of the organisation and to predict their impact on the perceptions of its external customers. MEASURES COULD INCLUDE: The number of problems encountered in social media interaction with society (e.g. unfriendly actions requiring response by the organisation) Reduction in office space due to home office (enabled by mobile hardware and social software) Reduction in business travel due to use of social software and other web tools (e.g. virtual presence) Reduction in internal processing time of social interaction due to use of social media The number and quality of projects initiated interactively online to support the local community The number of new social partnerships or projects initiated with social media The number of innovative suggestions from society on social media 16

EFQM CRITERION DEFINTION Excellent organisations develop and agree a set of key financial and non-financial results to determine the successful deployment of their strategy, based on the needs and expectations of their key stakeholders. 9a. Key Strategic Outcomes These are the key financial and non-financial outcomes which demonstrate the organisation s success. MEASURES COULD INCLUDE: Image as an innovative organisation (e.g. online feedback in social media, image as an innovative organisation) Number and success rates of open innovation and crowd sourcing approaches Organisational image and reputation (e.g. in external rankings, online forums) Increase in market performance (e.g. market share, penetration of new markets) Increase in employer attractiveness (e.g. external rankings) Reaction to critical situations (e.g. feedback from affected parties regarding fairness and authenticity) 9b. Key Performance Indicators These are the indicators used to measure the organisation s operational performance. MEASURES COULD INCLUDE: Improvement in process quality and efficiency (e.g. reduction in cycle time, reduction of errors) by integrating social software in work flows Improvement in collaboration between remote teams (e.g. improvement in project management, use of social media by remote teams) Reduction in office space due to new work patterns (e.g. percentage reduction in office space) Reduction in time to market due to increased project efficiency using social media (e.g. percentage reduction) Agility in reacting to a rapidly changing work environment (e.g. reacting faster than competitors) Degree of innovation (e.g. number of patents) Use of social media to analyse and predict external trends and markets 17

A self-assessment is a comprehensive, systematic and regular review by an organisation of its activities and results referenced against the EFQM Excellence Model or one of the EFQM Frameworks, such as this Framework for Enterprise 2.0. The self-assessment process allows the organisation to discern clearly its strengths and areas in which improvements can be made and culminates in planned improvement actions that are then monitored for progress. An Enterprise 2.0 self-assessment will give you a holistic overview of your organisation s status in implementing social software and in achieving the desired results. It can help you to: Understand how effectively you are deploying your strategy. Identify the cause and effect relationships between the things you do and the results you achieve. Identify your current strengths and prioritise opportunities for improvement against your strategic goals. Identify opportunities for benchmarking; both in terms of things you can share and things you want to learn. Establish a baseline position so you can measure your progress over time. 18

In its quest of sharing what works, EFQM publishes case studies from organisations which are using social media to enable or streamline their processes while enhancing collaboration - connecting people with social media tools. These case studies are available within the Knowledge Base (for EFQM Members only). Should your organisation be willing to share a good practice on your Enterprise 2.0 strategy, feel free to send this to EFQM (info@efqm.org), using the Case Study description form sheet below: Company Good Practice title Related Fundamental Concept Organisation Overview Results Summarise the key objective(s) of the approach you have adopted What has been improved in detail? Approach Describe the current approach within your organisation Describe which elements of Enterprise 2.0 have been implemented (social media platforms, interactive web, new methods of collaboration, user generated content etc.) Provide some details on which technology has been implemented/is used What is the proportion of technology and accompanying change activities (e.g. culture, training, role models etc.)? Deployment Describe where and how this approach was implemented within your organisation Describe how this approach is linked to your overall strategy and the EFQM criteria What were the major challenges you had to overcome? Assessment Please describe how you currently measure or will measure the effectiveness and efficiency of the current approach & deployment Refinement What are the lessons learned of the project? What did not work as expected? What did work well? Summarize the next steps if applicable 19

Regardless of sector, size, structure or maturity, organisations need to establish an appropriate management framework to be successful. The EFQM Excellence Model is a practical framework that enables organisations to: Assess where they are on the path to excellence; helping them to understand their key strengths and potential gaps in relation to their stated Vision and Mission. Provide a common vocabulary and way of thinking about the organisation that facilitates the effective communication of ideas, both within and outside the organisation. Integrate existing and planned initiatives, removing duplication and identifying gaps. Provide a basic structure Whilst there are numerous management tools and techniques commonly used, the EFQM Excellence Model provides a holistic view of the organisation and it can be used to determine how these different methods fit together and complement each other. The Model can therefore be used in conjunction with any number of these tools, based on the need and function of the organisation, as an overarching framework for developing sustainable excellence. Excellent organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders. This is realized through a set of three integrated components: The Fundamental Concepts of Excellence outline the essential foundation for achieving sustainable excellence for any organisation. They can be used as the basis to describe the attributes of an excellent organisational culture. They also serve as a common language for senior management. Achieving Balanced Results Excellent organisations meet their Mission and progress towards their Vision through planning and achieving a balanced set of results that meet both the short and long term needs of their stakeholders and, where relevant, exceed them. Adding Value for Customers Excellent organisations know that customers are their primary reason for being and strive to innovate and create value for them by understanding and anticipating their needs and expectations. Leading with Vision, Inspiration & Integrity Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics. 20

Managing by Processes Excellent organisations are managed through structured and strategically aligned processes using factbased decision making to create balanced and sustained results. Succeeding through People Excellent organisations value their people and create a culture of empowerment for the balanced achievement of organisational and personal goals. Nurturing Creativity & Innovation Excellent organisations generate increased value and levels of performance through continual and systematic innovation by harnessing the creativity of their stakeholders. Building Partnerships Excellent organisations seek, develop and maintain trusting relationships with various partners to ensure mutual success. These partnerships may be formed with customers, society, key suppliers, educational bodies or Non-Governmental Organisations (NGO). Taking Responsibility for a Sustainable Future Excellent organisations embed within their culture an ethical mindset, clear Values and the highest standards of organisational behaviour, all of which enable them to strive for economic, social and ecological sustainability. The EFQM Excellence Model is a non-prescriptive framework used by over 30 000 organisations in Europe and beyond. The Model allows managers/leaders to understand the cause and effect relationships between what their organisation does and the results it achieves. With the support of RADAR logic it is possible to make robust assessment of the degree of excellence of any organisation. The Model is based on nine criteria. Five of these criteria are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does and how it does it. The 'Results' criteria cover what an organisation achieves. 'Results' are caused by 'Enablers' and 'Enablers' are improved using feedback from 'Results'. Each of the 9 criteria has a definition, which explains the high level meaning of that criterion. To develop the high level meaning further each criterion is supported by a number of criterion parts. Leadership Excellent organisations have leaders who shape the future and make it happen, acting as role models for its values and ethics and inspiring trust at all times. They are flexible, enabling the organisation to anticipate and react in a timely manner to ensure the ongoing success of the organisation. Strategy Excellent organisations implement their mission and vision by developing a stakeholder focused strategy. Policies, plans, objectives and processes are developed and deployed to deliver the strategy. 21

People Excellent organisations value their people and create a culture that allows the mutually beneficial achievements of organisational and personal goals. They develop the capabilities of their people and promote fairness and equality. They care for, communicate, reward and recognise, in a way that motivates people, builds commitment and enables them to use their skills and knowledge for the benefit of the organisation. Partnerships & Resources Excellent organisations plan and manage external partnerships, suppliers and internal resources in order to support strategy and policies and the effective operation of processes. they ensure that they effectively manage their environmental and societal impact. Processes, products & services Excellent organisations design, manage and improve processes to generate increasing value for customers and other stakeholders. Customer results Excellent organisations comprehensively measure and achieve outstanding results with respect to their customers. People results Excellent organisations comprehensively measure and achieve outstanding results with respect to their people. Society results Excellent organisations comprehensively measure and achieve outstanding results with respect to society. Key results Excellent organisations comprehensively measure and achieve outstanding results with respect to the key elements of their policy and strategy. The RADAR logic is a dynamic assessment framework and a powerful management tool that provides a structured approach to questioning the performance of an organisation. At the highest level, RADAR logic states that an organisation needs to: Determine the Results it is aiming to achieve as part of its strategy Plan and develop an integrated set of sound Approaches to deliver the required results both now and in the future Deploy the approaches in a systematic way to ensure implementation Assess and Refine the deployed approaches based on monitoring and analysis of the results achieved and ongoing learning activities. 22

In 2011, a group of organisations led by Michael Meyer of Robert Bosch GmbH came together to discuss and exchange good practices on the subject of Enterprise 2.0. The following people took part in this Community of Practice: Robert Bosch GmbH, Germany - Michael Meyer T-Systems Multimedia Solutions, Germany Frank Schönefeld, Dada Lin Elcoteq, Estonia Siret Kegel BearingPoint, Germany Jens Wunderlich Telia Sonera, Sweden Karita Mod Grundfos, Denmark Ole Kristensen, Mads Pedersen School of Management NBU, Bulgaria - Georgi Jadkov EFQM Naomi Goossens, Vinciane Beauduin, Matt Fisher Many thanks to all of these members for their work and contribution to this project. EFQM is a membership organisation. We rely on input, ideas and suggestions from you to create a vibrant community. If you have any ideas, questions or suggestions, please don t hesitate to contact us via e-mail (info@efqm.org) or via telephone (+32 2 775 35 11). On the 1 st of September 2010, we created The EFQM Network for Sustainable Excellence to facilitate a dialogue between our peers and the wider community. The group is open to anyone with an interest in this area. Over 1800 individuals have already joined our group and shared their experiences. If you have a question, it is a great place to start. 23

Avenue des Olympiades 2 5 th Floor B-1140 Brussels Belgium Tel : +32 2 775 3511 Fax : +32 2 775 3535 Email : info@efqm.org http://www.efqm.org 24