Baldrige Award: Strategy Development and Implementation

This report provides a comprehensive analysis of the Malcolm Baldrige Award, a prestigious recognition for performance excellence in the United States. It delves into the strategic planning process, emphasizing innovation, strategy considerations, and the importance of work systems and core competencies. The report explores key strategic objectives, action plan development and implementation, including resource allocation and workforce plans. It further examines performance measurement, analysis, and improvement, highlighting best practices and future performance considerations. The Baldrige framework's role in promoting customer focus and organizational agility is also discussed, providing a thorough understanding of its impact on business strategy and competitive advantage. The report is based on the Baldrige Excellence Framework and provides insights into the criteria for performance excellence.

Running head: BALDRIGE AWARD
BALDRIGE AWARD
Name of the Student:
Name of the University:
Author note:

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Strategy Development
The Malcolm Baldrige Award is recognized as the highest level of national prominence
and recognition for supreme level of performance which can be attained by the organizations in
the US. This renowned recognition system has initially been established by the Congress in order
to recognize the US companies for their accomplishments in quality, excellence and business
performance and further to elevate the level of knowledge and awareness related to the
importance of quality as well as performance excellence in gaining a competitive edge (National
Institute of Standards and Technology (NIST), 2015).
(1) Strategic Planning Proce
Baldrige Award Program aids several business enterprises to address a dynamic
environment and further concentrate on strategy-driven performance level, attain customer and
workforce engagement and further enhance the level of governance along with ethics, values,
societal accountabilities as well as long-term organizational sustainability (NIST, 2018). The
Award Program serves as an inclusive management approach which concentrates on the
outcomes catering all areas of organizational, individualistic learning as well as knowledge
transferring.
(2) Innovation
Innovations regarded as a revised concept signifies the comprehensive transition improve
products, procedures as well as organizational development and further create improved value
for new stakeholder base (Beard & Humphrey, 2014). However, this varies from a recognized
conception of innovation which focused significantly on new products made possible by several
technological advancements which incorporates significant product transition as innovations

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where it further entails discontinuous changes in the fundamental processes of any business
enterprise.
(3) Strategy Considerations
This program aims to offer comprehensive and realistic context for the progress of a
consumer and market-centric strategy to aid the enduring decision-making processes, resource
distribution as well as the overall management. Furthermore, the Performance Excellence
Management (PEM) offers a holistic approach to significant organizational management which
further promotes a culture of supremacy, enduring development as well as innovation leading to
competitive advantages (Al-Dhaafri et al., 2013). PEM further establishes a system of approach
in order to serve highly increasing value to customer base as well as stakeholders.
(4) Work Systems and Core Competencies
One of the primary roles of Baldrige Performance Excellence Program is to evaluate the
way any organization effectively functions to work on its planning procedures and for the
detailed information on all essential decisive factors, risks and challenges which might have the
propensity to create challenges to the organizations and its prospective opportunities and
directions by further perceiving as long term ideas (Lasrado, 2018).
b. STRATEGIC OBJECTIVES
(1) Key Strategic Objectives
Malcolm Baldrige Award further emphasizes on the degree of competitive leadership
which is immensely reliant on revenue development and operational value (Lasrado, 2018). It
has been noted that competitive leadership skills necessitate a projection of the prospective

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events which engages not only the market and sectors where the particular organization operates
but also the way it creates a competitive position in the market (National Institute of Standards
and Technology (NIST), 2015). Furthermore,
(2) Strategic Objective Considerations
A vital part of strategic planning in the Baldrige Award Excellence Program is to
analyze the competitive and collaborative work environment which involves the competence to
view the future of the organization along with its competitors (Valmohammadi & Roshanzamir,
2015). However, such anticipations facilitate the companies to recognize and further condense
the rate of competitive threats and decrease the degree of responsiveness and identify avenues of
business opportunities (Evans & Lindsay, 2013). Thus, the Baldrige Award Program aims to
focus on the volume and value of organization along with the potential need for essential
competencies whereby organizations might implement a range of framework, scenarios or other
proficient techniques in order to anticipate the level of competitiveness and collaborative
environment (NIST, 2018).
Strategy Implementation
Action Plan Development and Deployment
(1) Action plans
Several types of evaluation in Baldrige Award Program can be executed in order to
ascertain the accessibility of financial resources which underpin the effectiveness of the leaders’
action plans while the organization make efforts to accomplish the current rate of obligations.
However, for these existing operations, such actions might engage the evaluation of cash flows,

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annual revenue statements as well as current organizational accountabilities in opposition to the
current assets (Dahlgaard et al., 2013).
(2) Action Plan Implementation
For investments to acquire action plans, the efforts given by the organization might
engage evaluation of discounted flow of revenues and the return on funded capital. However,
projections and assessments in Baldrige Award Program aim to enhance the organization’s level
of competence in order to comprehend and assess the fundamental, competitive evaluation
factors (Evans & Lindsay, 2013).
(3) Resource Allocation- Organizations aim to execute several forms of evaluation in order to
ensure that financial resources are easily accessible to aid the attainment of organizational
strategies while it attains its current obligations (Goetsch & Davis, 2014). For current business
enterprise such efforts might involve the analysis of cash flows and current liabilities.
(4) Workforce Plans- For action plans must incorporate human resource or workforce strategies
which are supported with the overall strategy of the organization. Effective plan elements include
a re-design of organizational performance and jobs in order to raise workforce empowerment and
effective decision making, consideration of the effects of outsourcing on the organization’s
current workforce as well as developments.
(5) Performance Measures- Evaluation and assessments of performance often aims to enhance
the organizations’ level of competence in order to comprehend and measure the significant
competitive factors of its business.

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(6) Performance Projections- Through the implementation of performance projections business
enterprises will get improved awareness to understand the organization’s degree of development.
b. Action Plan Modification- Attainment of effective action plans necessitates resources ase
well as performance evaluation with the support of strategies of the business plans, distributors
and associates. Furthermore, the expected level of performance might involve other forms of
transitions which result to improved business endeavors, entry into new markets along with the
emergence of advanced technologies, product innovations which pose the propensity to involve a
deliberate rate of risk (National Institute of Standards and Technology (NIST), 2015). Thus
through this recognition program, business enterprises must concentrate on making
improvements and transition relative to that of the range of competitors comparative to the
organizations’ goals and stretch objectives (Latham, 2013).
Measurement, Analysis, and Improvement of Organizational Performance
a. Performance Measurement
(1) Performance Measures- The Baldrige Performance Excellence Program has attained a
significant degree of recognition as customer-relative federal transformation agent which intends
to enhance and further proliferates the evaluation criteria of the organization and regulates the
Malcolm Baldrige National Quality Recognition (NIST, 2018). This program serves to promote
supreme degree of performance quality and further serves comprehensive leadership
competencies in the sphere of knowledge, awareness and distribution of proficient strategy and
approaches, directives and methodologies.
(2) Comparative Data- The implementation of comparative data as well as information is vital
for all organizations. Organizations need to develop the knowledge of their market position

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relative to its competitors and further acquire information which offers the thrust for critical
developments or transformational change within the organization.
(3) Customer Data- The Baldrige Excellence tends to concentrate on characteristics which act
as a decisive role in the level of customer preference and choices which would further aid the
company to differentiate its product base from its competitors.
(4) Measurement Agility- In order to receive prominence for high standard performance by
Baldrige, organizations in the United States must have an exemplar organizational regulation
tools which guarantees long term development and advancement in the process of product
delivery and further demonstrates capable and successful functions and facilitates the approaches
executed to involve as well as develop responsiveness to the customers with other stakeholders
(Evans & Lindsay, 2013). Furthermore, it must be taken into account that the Baldrige
Excellence Program approved by US Congress in the year 1987 has experienced vital
transformations over the past decades in order to provide high degree of sustainability to the
industrial changes and to deliver wide range of industries and companies in the US.
B. Performance Analysis and Review- Baldrige Excellence Program conducts a mid-cycle
evaluation in order to prioritize transition initiatives and further guarantee short as well as long
term strategy horizons for operational flexibility along with organizational agility (Ringrose,
2013).

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C. Performance Improvement
(1) Best Practices-Though the Baldrige Award Program has set critical principles which instead
of providing a proper structure aims to focus on vital approaches, operation, awareness of
organizational processes. Furthermore, this approach executed by Baldrige Program facilitates
the promotion of the US business enterprises to acquire the anticipated needs and demands of the
organizations (National Institute of Standards and Technology (NIST), 2015). It further intends
to shed light on the goals and strategies of the organization instead of establishing effective
communication process, distribution of knowledge and amalgamation of opinions and strategies
which would aid to sustainable and unique business resolutions (Asif, Raouf & Searcy, 2013).
This important approach further aims to mitigate certain areas of rationalizations to ascertain the
effectiveness of the administration role of the Baldrige program which supports several forms,
volumes and level of organizational progress (Valmohammadi & Roshanzamir, 2015).
(2) Future Performance-Therefore, it is important to state that the Baldrige Excellence Program
can be identified as a vital course of development and shift which necessitates significant rate of

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supremacy and excellence, certain level of commitment and a persistent rate of engagement
which is generated from the top-tier managerial level. Thus the proper execution of this program
can aid an organization to understand its position in the industry by evaluating its level of
performance excellence.

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References
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