The beauty of the Model is that it can be applied to any organisation, regardless of size, sector or maturity. It is non-prescriptive and it takes into account a number of different concepts. It provides a common language that enables our members to effectively share their knowledge and experience, both inside and outside their own organisation. It ensures that all the management practices used by an organisation form a coherent system that is continually improved and delivers the intended strategy for the organisation.
The EFQM Excellence Model is based on nine criteria. Five of these 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.
To achieve sustained success, an organisation needs strong leadership and clear strategic direction. They need to develop and improve their people, partnerships and processes to deliver value-adding products and services to their customers. In the EFQM Excellence Model, these are called the Enablers. If the right Enablers are effectively implemented, an organisation will achieve the Results they, and their stakeholders, expect.
The arrows emphasise the dynamic nature of the Model, showing learning, creativity and innovation helping to improve the Enablers that in turn lead to improved Results.
Each of the nine 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. Criterion parts are statements that describe in further examples of what, typically, can be seen in excellent organisations and should be considered in the course of an assessment.
Finally, below each criterion part are guidance points. Many of these guidance points are directly linked to the Fundamental Concepts. Use of these guidance points is not mandatory. They are intended to give examples to aid interpretation of the criterion part.