Re-imagining procurement with digital solutions

On the 31st of August and 1st of September 2021 the EIPM CPO Roundtable was hosted by Capgemini. This was a great opportunity to discover and […]

2021 CPO RoundTable

28th EIPM CPOs ROUNDTABLE 1st Post-Covid Face-to-Face Meeting for Global CPOs In Paris on Aug. 31st & Sep. 1st   Part of the EIPM 30th Anniversary, […]

Technology commons create perfect markets

Below the upper layers of the internet, modularity and openness are the dominant forces that enable innovation and cost efficiencies across the digital infrastructure. Thanks to modularity, […]
The rise of open supply chains

The rise of open supply chains

Today Open architectures, Open Hardware and Open Source Software are making progress across diverse industries where they could disrupt supply chains and bring to life open […]
I have seen with great pleasure the new version of the EFQM Excellence model. Having been at the periphery of the EFQM community for ten years now, this is an interesting exercise. I believe this new version is a great step forward that builds on the foundations of the Excellence movement while addressing some contemporary challenges. In terms of foundation, I am glad to see the word execution at the center of the new EFQM model. The Excellence movement have always focused on getting things done and on the quality and depth of execution. I am glad to see this so clearly at the center of the model. Today there are a lot of agitated people who rush from project to another and bump into glass walls. We hear a lot about the agile imperative but systematic ways of working that combine simplicity, collaboration, speed and value creation are still scarce. Too often transformation programs are piling up on each other. Instead of focusing on a few breakthrough goals for the whole organization, every department and units pursue their own transformation programs and require the contribution of others. This leads to a collaboration overload and rigidifies organizations. The revised EFQM model recognizes that multiple change can impact an organization, but it also advocates that organization should have one purpose, one vision and transform themselves accordingly. It is good to see this so clearly on the forefront of the revised EFQM model. In terms of contemporary challenges, I believe that the extensive use of the word ecosystem within the new EFQM model is a great step forward. Thirty years ago, industries were depicted as a chain of players with sequential inputs and outputs. Industries were giant economic silos that have now merged, recombined and interpenetrated each other. Innovation is everywhere and continuously accelerating. As the result, traditional value chains are shaken. We now have dynamic ecosystems with organizations that simultaneously collaborate and compete against each other. These ecosystems are going through steady and sometime rapid evolution. All organisation tries to escape the commodity trap and to regain differentiation by harnessing open innovation and external opportunities. So, thank you EFQM for helping people reflect on ecosystems. Finally, I might share a call to go even further in the future. A lot of change has been implemented in the revised EFQM model. This is great. But moving from an assessment to a transformation logic might require more than a gentle upgrade of the RADAR logic. RADAR is great for assessing advanced organisation. Let’s use it for this. To help organisation transform I would encourage EFQM to develop a forward looking way to use its revised model.

My take on the revised EFQM model

I have seen with great pleasure the new version of the EFQM Excellence model. Having been at the periphery of the EFQM community for ten years […]

Digitalisation and Procurement: Where are the real opportunities?

Four years ago, for the first time I heard some people talking about cognitive procurement. I was coaching two talented people from a Telco company who […]