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It requires a model that the company's mission and efforts of each area on a synergy
of results towards competitiveness and world-class quality. Some of the most
important models are EFQM, TQM, Baldrige, Deming, BSC or ISO and others.
BSC:
The BSC is a new framework created to integrate indicators derived from the
strategy. It was presented by Kaplan, R. and Norton, D. in 1992 in the Harvard
Business Review. While it retains financial indicators of the past performance, the
BSC enters inductors for the future financial performance.
The BSC's objectives and indicators derived from the vision and strategy of the
company, and provide for the conduct of the company from four perspectives:
financial, customer, the internal process and the formation and growth. These four
structures provide the necessary structure for the balanced scorecard. (See the figure
below). The real value of the BSC appears when it becomes a management system
from a system of indicators.
The BSC is primarily a mechanism for the implementation of a strategy, not to
formulate it. For any approach that senior management of a company uses to
formulate its strategy, the BSC will provide an invaluable mechanism for transform
that strategy into objectives, measures and specific purposes, and to control and
monitor the implementation of this strategy during the subsequent periods.
EFQM:
The EFQM Excellence Model(1991, European Foundation for Quality Management)
helps organizations establish a performance management model that allows them to
know themselves better to evolve continuously towards business excellence.
The EFQM Model is a flexible and dynamic model where innovation and learning
enhance the work of the enablers, which analyze how the organization carries out key
activities, leading to improved results are being achieved.
Source: http://www.palpolice.ps/wp-content/uploads/2010/10/EFQM-Model1.jpg
This is a non-regulatory model, whose basic concept is the self-evaluation based on a
detailed analysis of the functioning of the management of the organization. Selfevaluation enables organizations to clearly identify their strengths and areas for
Molina (1995) points out that innovation is the result of a business process that ends
with the successful implementation of an invention or idea, allowing something that
was previously not possible or at least not as efficiently, and involving, therefore, a
genuine technological progress, social and economic development. From a general
perspective, innovation ranges from the development of new products and new
production processes to changes in marketing approaches, new forms of distribution,
or new management or organizational forms.
KNOWLEDGE CREATION
CONTINUOUS INNOVATION
COMPETITIVE ADVANTAGE
line expresses Nadler (1994) when he points that the competitive efficiency requires
companies to invest in developing their ability to learn, being one of the key
ingredients of the organizational structure that allows and encourages this learning.
at the same time has to enable people to transform learning into action, namely, into
innovation.
Trying to realize the organizational requirements needed by the successful
development of learning through information and knowledge transfer, we note the
work of Fiol and Lyles (1985), which indicate that the mechanical structures tend to
reinforce past behaviors, and their centralized and formalized structures tend to slow
that learning. For its part, organizational structures are more decentralized, allowing
a faster adaptation to changes and presenting a better structure to facilitate that
learning.
Werther and Kerr (1995) indicate the need for any company to operate as a learning
organization in order to constantly improve, create innovations and build capacity
and skills to obtain new competitive advantages. These authors influence that to
achieve this type of enterprise needs replacing traditional hierarchy for adhoc
structures (concept of Mintzberg, H.) that increase the flexibility of the company and
the acceptance of change by individuals. They note the need to give more power to all
employees through increased participation and autonomy.
In conclusion companies that opt for knowledge should be open to the
environment, and formulate their goals in a changing context. In this sense, some
values for a company, must permeate a corporate culture of learning must be
flexibility, adaptability, be open to experimentation, and have a strong will to face
failure and learn from them, questions will also be needed in an innovative company.
Conclusions
In conclusion we must remember the importance of business innovation, the
knowledge management and its relationship with competitive advantage. The time
period during which you can hold a certain competitive advantage is shrinking, given
the rapid changes in technology and customer requirements faced by companies, and
the speed with which competitors copy those advantages. In this sense, the ability to
compete in a company depends on the rate at which incorporates new advantages
within their organization, not its wealth of advantages at a given time. Specifically, to
address the imitation, the company must create faster competitive advantages than
competitors imitate that currently owns, which will depend on its ability to innovate.
The implementation of quality systems in the organization will be the tool to achieve
this goal.