Day 1: Excellence Logic and the Enterprise Picture

Excellence as a Performance System

• Connect purpose, strategy, culture, execution, results
• Distinguish excellence from isolated award initiatives
• Use models for learning, transformation, performance
• Analyze an organization with uneven results

EFQM Criteria and Their Relationships

• Use seven criteria to interpret performance
• Connect direction execution and results logically
• Identify relationships that require supporting evidence
• Build criteria map for an organization

Stakeholders and the Ecosystem

• Identify influential and affected party expectations
• Analyze partner, community, market, ecosystem relationships
• Connect ecosystem change with organizational priorities
• Create a stakeholder ecosystem map

Day 2: Applying RADAR to Organizational Practices

Required Results and Approach

• Define intended result before describing method
• Evaluate approach logic and strategic alignment
• Distinguish designed practices from repeated activity
• Assess one management approach using RADAR

Deployment Across the Organization

• Check whether approaches are applied consistently
• Identify justified versus unexplained variation
• Use evidence demonstrating sustained application
• Build deployment map for one practice

Assessment and Refinement

• Determine how approach effectiveness is reviewed
• Connect learning with actual practice change
• Seek evidence of systematic recurring improvement
• Write an evidence-based improvement opportunity

Day 3: Results, Trends, Targets, and Comparisons

Balanced Result Sets

• Select results covering stakeholders and performance
• Distinguish activity, output, outcome, impact indicators
• Identify measures missing from enterprise picture
• Build a balanced result set

Trends and Targets

• Analyze performance over appropriate periods
• Assess target achievement and variance causes
• Avoid judgments using a single period
• Review a multi-year results dashboard

Comparisons and Contribution

• Choose relevant benchmarks over decorative comparisons
• Examine practice-result links cautiously
• Identify performance gaps deserving deeper investigation
• Analyze result against an external reference

Day 4: Self-Assessment and Assessor Calibration

Evidence Collection and Interviews

• Identify document data and interview sources
• Use questions exposing real deployment
• Balance management evidence with user experience
• Conduct a concise assessment interview

Enterprise Strengths and Improvement Priorities

• Connect conclusions with criteria and evidence
• Avoid generic praise or non-actionable criticism
• Explain result impact of identified gaps
• Write balanced assessment statements

Applied Assessor Calibration

• Discuss scoring differences before voting
• Align interpretation of evidence and maturity
• Record reasons for changing judgments
• Conduct a structured assessor calibration session

Day 5: From Assessment to the Improvement Portfolio

Consolidating Improvement Opportunities

• Merge gaps sharing same underlying cause
• Connect opportunities with stakeholder/result value
• Distinguish projects from smaller operating adjustments
• Clean and consolidate long opportunity list

Prioritization and Roadmap

• Balance value effort dependencies and speed
• Sequence improvements that build essential capability
• Assign owner, outcome, measure to initiatives
• Build a one-year improvement roadmap

Assessment Presentation Laboratory

• Present balanced strengths and gaps
• Explain priority logic to leadership
• Connect improvements with strategy and results
• Agree a recurring progress-review approach

• Self-assessments using EFQM criteria and RADAR logic
• Calibration sessions testing evidence and reducing personal interpretation
• Trend result and benchmark analysis across performance cases
• An improvement-roadmap project derived directly from assessment findings