2. The Basics

Terminology is defined first to create the right distinction between excellence as an organizational capability and quality of its products and services. While the Quality Management System is focusing on product and service quality, a more fuzzy Business Management System will help to deal with all changes that are going on and gradually develop excellence. It is explained that management on several time horizons is necessary to be successful now, but also remain so in the future. Interactions with (key) stakeholders need to be on the right level to ensure that appropriate things are done now and feedback is taken on board to improve going forward. Stakeholder mapping and analysis, including identification of stakeholder groups as customers, contributors, key opinion leaders, and relevant influencers is a first step on this ongoing journey. Understanding stakeholder needs and expectations is the basis of your short and medium-term objectives. Since the ecosystem(s) in which you operate as an organization is/are also subject to continuous change, you will need to update your views on it as well. Therefore, stakeholder interactions will need continuous attention and reconsideration. Efficient, process-based structures can be implemented to ensure these interactions and coordination of changes in business processes take place on the right level. Subsequent action planning and execution can maximize value creation for the identified stakeholder groups. This defines the basis for operational excellence.