Note:
CAPITALIZED words above are hyperlinks;
Red
words above were added for the
2009 - 2010
Click on the Integrated Criteria Excellence Framework below to go to any Criteria Item.
2010 Baldrige Criteria - Totally Integrated
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Item P.2 - Organizational Situation |
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What is
your
organization’s strategic situation? |
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Describe your organization’s competitive environment, your
KEY
STRATEGIC
CHALLENGES and
ADVANTAGES, and your
SYSTEM
for
PERFORMANCE
improvement.
Within your
response, include answers to the following questions:
P.2a.
Competitive Environment
(1) What is your
competitive position?
What
are
your relative size and growth in your industry or markets served?
What are the
numbers and types of competitors for your organization?
(2) What are the
principal factors that determine your success relative to your
competitors?
What are any
KEY
changes taking place that affect your competitive situation,
including
OPPORTUNITIES
for
INNOVATION
and
COLLABORATION,
as appropriate?
(3) What are
your
KEY
available sources of
COMPARATIVE
and competitive data from within your industry?
What are
your
KEY
available sources of
COMPARATIVE
data from outside your industry?
What
limitations, if any, are there in your ability to obtain these data?
P.2b.
Strategic Context
What are
your
KEY
business, operational, and human resource
STRATEGIC
CHALLENGES and
ADVANTAGES?
What are
your
KEY
STRATEGIC
CHALLENGES and
ADVANTAGES
associated with organizational
SUSTAINABILITY?
P.2c.
Performance Improvement System
What are the
KEY
elements of your
PERFORMANCE
improvement
SYSTEM,
including your evaluation, organizational
LEARNING,
and
INNOVATION
PROCESSES?
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Notes:
N1.
Principal factors (P.2a[2])
might include differentiators such as price leadership, design services,
INNOVATION
rate, geographic proximity,
accessibility, and warranty and product options.
For some nonprofit organizations, differentiators also might
include your relative influence with decision makers, ratio of
administrative costs to programmatic contributions, reputation for
program or service delivery, and wait times for service.
N2.
STRATEGIC
CHALLENGES and
ADVANTAGES
(P.2b) might relate
to technology, products, your operations, your
CUSTOMER support, your industry, globalization, your
VALUE
chain, and people.
N3.
PERFORMANCE
improvement (P.2c) is an
assessment dimension used in the
SCORING SYSTEM
to evaluate the maturity of organizational
APPROACHES
and
DEPLOYMENT.
This question is intended to help you and the Baldrige Examiners set an
overall context for your
APPROACH
to
PERFORMANCE
improvement.
APPROACHES
to
PERFORMANCE
improvement that are compatible with the
SYSTEMS
APPROACH provided by the
BALDRIGE
FRAMEWORK might include
implementing a
Lean Enterprise
System, applying
Six Sigma
methodology, using
ISO 9000:2000 standards, or employing
other
PROCESS
improvement and innovation tools.
A growing number of organizations have implemented specific processes
for meeting
GOALS in product and
PROCESS
INNOVATION.
N4.
Nonprofit organizations frequently are in a very competitive
environment; they often must compete with other organizations and with
alternative sources for similar services to secure financial and
volunteer resources, membership, visibility in appropriate communities,
and media attention.
N5.
For nonprofit organizations, the term “business” (P.2b) is used throughout the
CRITERIA to refer to your main
MISSION
area or enterprise activity.
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For additional description of this Item, see
P.2 Organizational Situation description. |
Note:
CAPITALIZED words above are hyperlinks;
Red
words above were added for the
2009 - 2010
Click on the Integrated Criteria Excellence Framework below to go to any Criteria Item.
Thank you for using the only truly integrated form of the Baldrige Criteria available anywhere. Paul Steel