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Course Details

Overview

The "Leading Institutional Excellence Using the EFQM 2025 Model" course is an advanced strategic training program aimed at enabling leaders, executives, and institutional development specialists to understand and apply the EFQM 2025 Model to lead institutional transformation toward sustainable excellence. The EFQM Model (the European Foundation for Quality Management) is adopted as a reference framework for institutional excellence; it is an integrated model that supports organizations in analyzing their strengths and weaknesses and converting strategies into measurable achievements.

The new version (2025) of the model focuses on three pivotal questions: why, how, and what, and emphasizes the importance of an inspiring purpose, an ambitious vision, and a strategy that paves the way to achieving excellent results. The course takes the participant from the fundamental concepts of institutional excellence and the principles of EFQM, through the structure of the new model and its three main components (Direction, Execution, Results), to using the RADAR assessment tool (Results, Approach, Deployment, Assess and Refine) to diagnose performance, identify strengths and improvement opportunities, and build executive action plans.

The program is designed to be 70% practical, through real case studies of leading Saudi and global organizations in excellence, practical exercises on applying the RADAR tool, and a simulation of building an institutional excellence plan.

Program Duration: Given the strategic nature of the model, the course is designed over 5 days (25 training hours) to provide a deep understanding of institutional excellence and its practical applications.

Objectives

Program Objectives

By the end of this course, the participant will be able to:

Understand the concept of institutional excellence and the reference framework of the EFQM 2025 Model – grasping the philosophical foundations of the model, moving from traditional thinking to value- and sustainability-based thinking, and understanding the fundamental principles that shaped the model (such as creating value for stakeholders, future thinking, and leading with purpose).
Grasp the structure of the EFQM 2025 Model and its core components (Direction, Execution, Results) – explaining the model's new structure that answers the questions (why, how, what), and identifying the Direction criteria: Purpose, Vision, and Strategy; the Execution criteria: leadership, organizational culture, engaging stakeholders, performance management and transformation; and the Results criteria: stakeholder results, strategic and operational results, environmental and social results.
Apply the RADAR tool (Results, Approach, Deployment, Assess and Refine) to assess the organization's performance – using the RADAR methodology as a diagnostic tool to identify strengths and improvement opportunities, measure the organization's maturity in applying excellence principles, and identify the gaps between current and target performance.
Lead institutional transformation toward sustainable excellence – developing an institutional excellence strategy suited to the organization's context, building an action plan to implement sustainable improvements, and involving all stakeholders in the excellence journey.
Link institutional excellence to achieving sustainability, innovation, and value creation – understanding how the EFQM 2025 Model supports integrating sustainability and innovation into the core of operations and strategy to achieve lasting impact and build a more sustainable future.

Target Audience

Senior leaders and executives (CEO, general manager, board members) wishing to adopt a culture of excellence in their organizations.
Managers of strategic planning, institutional development, and quality.
Officers of performance management and continuous improvement.
Heads of human resources and organizational development departments.
Operations and department managers responsible for achieving excellence goals.
Total quality management and institutional excellence consultants.
Internal and external quality reviewers.
Graduates of business administration, public administration, and quality.

Competencies

Core Competencies

Analyzing the organization's performance using the EFQM 2025 Model

The ability to conduct a comprehensive analysis of institutional performance in light of the EFQM 2025 Model criteria, and identify the gaps between the current situation and the required level of excellence.

Applying the RADAR methodology to assess approach, deployment, and results

Using the RADAR tool to assess the effectiveness of the adopted approach (a sound, integrated, applicable approach), the extent of its deployment (implemented systematically and sustainably), and the strength of the results (positive performance, sustained trends, comparison with targets and industry benchmarks).

Building an action plan to improve institutional performance based on the assessment results

Formulating an improvement action plan with defined priorities based on the identified performance gaps, with responsibilities, timelines, and key performance indicators (KPIs).

Developing an institutional excellence strategy aligned with the organization's vision and goals

Formulating an institutional excellence strategy directly linked to the organization's purpose, vision, and overall strategy, integrating the principles of sustainability and innovation into the core of the plan.

Preparing a comprehensive self-assessment report using the EFQM Model

Writing a self-assessment report that includes strengths and improvement opportunities for each criterion, with supporting evidence and proposals to improve performance, according to the RADAR methodology.

Applying the concepts of purpose-driven leadership and the enabling culture in institutional excellence

Applying the principles of Purpose-Driven Leadership to motivate teams and build an organizational culture that supports excellence, innovation, and continuous improvement.

Learning Journey

Program Outline

Day 1: Introduction to Institutional Excellence and the EFQM 2025 Model

Introduction to Institutional Excellence

Definition of institutional excellence and its relationship to total quality, sustainability, and innovation. The importance of institutional excellence in achieving Saudi Vision 2030 and its ambitious goals. A review of global excellence models (EFQM, Malcolm Baldrige, Deming, CAF) with a focus on the EFQM Model as the most comprehensive and applicable in the region.

History and Evolution of the EFQM Model

The model's inception in 1988, and the periodic updates (1999, 2003, 2010, 2013, 2020, 2025). The objectives of the 2025 version: keeping pace with global transformations (the Fourth Industrial Revolution, remote work, the circular economy, sustainability), and focusing on creating balanced value for all stakeholders.

The Fundamental Changes in the EFQM 2025 Model

A comparison between the 2020 and 2025 versions: (1) focusing on Purpose rather than merely the mission. (2) integrating sustainability and innovation as core criteria rather than sub-criteria. (3) simplifying the structure: 7 criteria instead of 9. (4) strengthening the role of technology as an enabler. (5) an updated RADAR methodology with greater focus on assessing results and forecasting the future.

The Structure of the EFQM 2025 Model and Its Components

The three fundamental questions: (1) Why? (Direction): defines the purpose, vision, and strategy that create a reason for the organization's existence. (2) How? (Execution): defines how the strategy is executed through leadership, culture, engaging stakeholders, and performance management. (3) What? (Results): defines the results achieved for stakeholders and the strategic, operational, environmental, and social results. The relationship between the components: results are the fruit of sound direction and effective execution.

The Fundamental Principles That Shaped the EFQM Model

(1) Adding Value for Stakeholders: balancing the needs and expectations of customers, employees, suppliers, society, and shareholders. (2) Creating a Sustainable Future: integrating sustainability into the core of strategy and decision-making processes. (3) Developing Organisational Capability: investing in skills, knowledge, infrastructure, and partnerships. (4) Harnessing Creativity & Innovation: fostering a culture of experimentation, learning, and collaboration. (5) Leading with Vision, Inspiration & Integrity: an ethical leadership model that inspires trust. (6) Managing with Agility & Transformation: responding quickly and flexibly to internal and external changes.

Practical Workshop (analyzing the organization's readiness for excellence)

Required (small working teams): (1) select a real organization (hypothetical or real) and learn its context (size, sector, key challenges). (2) use the PESTEL model to analyze the external environment (political, economic, social, technological, environmental, legal). (3) use the SWOT model to identify strengths, weaknesses, opportunities, and threats. (4) discuss how the EFQM Model can help the organization turn threats into opportunities and weaknesses into strengths. (5) present a one-page summary of the organization's readiness for excellence.

Day 2: The Direction Criteria in the EFQM 2025 Model: Purpose, Vision, and Strategy

The Purpose Criterion: Why does the organization exist?

Definition of an Inspiring Purpose. Why is it more than just a mission? The purpose defines the positive impact the organization seeks to achieve in society and the environment. The difference between Purpose, Mission, and Vision. Questions for self-review: is the purpose clear and inspiring? Does it guide strategic decisions? Do all employees understand it and feel inspired by it?

The Vision Criterion: What is the future you seek?

Definition of an Aspirational Vision. The vision defines the desired future state of the organization over a long time horizon (5–10 years). Characteristics of an effective vision: ambitious, realistic, achievable, specific, clear, inspiring, and communicable. Examples of visions from leading global and Saudi organizations (Aramco, STC, SABIC).

The Strategy Criterion: How to achieve the purpose and vision?

Definition of strategy as a Roadmap that defines: (1) the Competitive Advantage. (2) the target markets and sectors. (3) value-creation activities. (4) resource allocation. (5) performance measurement. Elements of strategy per EFQM 2025: (1) understanding the business environment (PESTEL analysis, market analysis, competitor analysis). (2) understanding stakeholders' needs. (3) defining strategic priorities. (4) translating the strategy into action plans. (5) linking individual goals to the organization's goals. (6) monitoring, evaluating, and adjusting the strategy (the strategy cycle).

Linking Purpose, Vision, and Strategy in an Integrated Framework

How the three components integrate: Purpose → (why) inspires the Vision (where to). Vision → is translated into a Strategy (how). Strategy → is translated into plans, initiatives, and individual goals. Applied example: how an organization defines its purpose (improving community health), then its vision (to be the leader in preventive healthcare), then its strategy (investing in telemedicine and preventive screenings).

Practical Workshop (defining the purpose, vision, and strategy for a hypothetical organization)

Required (small working teams): (1) for a hypothetical organization (a medium-sized technology consulting company), propose an inspiring Purpose Statement. (2) formulate an ambitious Vision Statement for a 5-year horizon. (3) identify 3 main Strategic Priorities with justification. (4) for each priority, propose one measurable strategic initiative. (5) deliver short presentations to the rest of the groups for feedback.

Day 3: The Execution Criteria in the EFQM 2025 Model: Leadership, Culture, and Performance Management

The Leadership & Culture Criterion

Leadership: the role of leaders at all levels in empowering employees and paving the way for excellence. Elements of leadership: (1) formulating and communicating the purpose, vision, and strategy. (2) leading by example, integrity, and transparency. (3) creating a psychologically safe environment (Psychological Safety). (4) empowering teams and decentralized decision-making. (5) Change Leadership. Culture: the shared values, beliefs, and behaviors that shape the way the organization works. Elements of an excellence-supporting culture: customer focus, collaboration, innovation, accountability, continuous learning, diversity and inclusion (D&I).

The Engaging Stakeholders Criterion

Who are the stakeholders in the EFQM Model? Customers (Client), employees (People), suppliers and partners, society, owners/shareholders, regulatory bodies. How to engage each category of stakeholders: (1) Employees: transparent communication, participation in decision-making, professional development, recognition and rewards, work-life balance. (2) Customers: measuring satisfaction and loyalty, listening to complaints and suggestions, building long-term partnerships. (3) Suppliers and partners: performance evaluation, building strategic partnerships, knowledge sharing. (4) Society: social and environmental initiatives, volunteering, supporting local communities.

The Managing Performance & Transformation Criterion

Performance management: (1) setting key performance indicators (KPIs) at all levels. (2) collecting and analyzing data regularly. (3) benchmarking performance against industry standards. (4) using problem-solving tools (PDCA, DMAIC, RCA). (5) providing periodic feedback. Transformation (agility and transformation): (1) the ability to respond quickly to internal and external changes. (2) Risk Management. (3) Crisis Management. (4) Digital Transformation. (5) Organisational Learning and documenting lessons learned.

Practical Workshop (assessing leadership and performance management practices in an organization)

Required (small working teams): (1) use the RADAR tool to assess the "leadership" criterion in a real organization known to one of the team members (or a hypothetical organization). (2) assess the approach (is there a clear leadership methodology?) and deployment (is this methodology applied at all levels of the organization?). (3) present the strengths and improvement opportunities. (4) repeat the same exercise for the "performance management" criterion. (5) compile the results into a brief assessment report (one page).

The RADAR Tool: Fundamental Concepts (Results – Approach – Deployment – Assessment & Refinement)

Results: what does the organization achieve? What are the tangible achievements (financial results, customer satisfaction, employee engagement, process performance, environmental and social results)? Approach: how does the organization plan to achieve these results? Is the approach sound, integrated, and documented? Deployment: has the approach been implemented as planned throughout the organization? Is it systematic and sustainable? Assessment & Refinement: how does the organization assess the effectiveness of its approach and deployment? Does it review them regularly and adjust and improve them based on learning and internal and external changes?

Day 4: The Results Criteria in the EFQM 2025 Model and Performance Analysis

The Stakeholder Results Criterion

What results does the organization achieve for the different categories of stakeholders? (1) Customer results: customer satisfaction, customer loyalty, customer complaints, Net Promoter Score (NPS). (2) Employee results: employee engagement, employee satisfaction, employee turnover, productivity. (3) Supplier and partner results: supplier satisfaction, supplier performance, partnership duration. (4) Society results: the organization's reputation, contributions to society, environmental impact, ratings from regulatory bodies.

The Strategic & Operational Results Criterion

(1) Strategic results: market share, revenue growth, profitability, innovation (number of new products/services, patents, process improvements). (2) Operational results: process efficiency (cost, time), quality (defect rate, rework rate), productivity, supply chain performance.

The Environmental & Social Results Criterion

(1) Environmental results: carbon footprint, energy and water consumption, waste management, environmental compliance, sustainability ratings (such as the Dow Jones Sustainability Index). (2) Social results: diversity and inclusion indicators, pay equity, employee health and well-being initiatives, community investment.

Analyzing Results Using RADAR: Trends, Targets, and Comparison

(1) Trends: are the results improving over time? Is there stability? (a graph for the past 3–5 years). (2) Targets: have the predefined targets been achieved? What is the achievement percentage? (3) Comparisons: how do the results compare with industry benchmarks, competitors, or best-in-class organizations? (4) Causality: what is the relationship between the results and the applied approach (processes)?

Practical Workshop (analyzing the results of a mock organization using RADAR)

Required (small working teams): (1) review a dataset of a hypothetical organization's results (for example, 3 years of customer satisfaction results, employee engagement results, financial performance, environmental indicators). (2) use the RADAR tool to analyze the quality of the results (improving trends, achieving targets, comparison performance). (3) classify the results on a scale (0–100) according to their strength. (4) identify 3 strong results and 3 weak results. (5) discuss the possible relationship between the weak results and the applied approach (processes). (6) propose improvements to the approach to improve the results in the future.

Day 5: Self-Assessment Using RADAR and Building the Improvement Plan

The Self-Assessment Methodology Using the EFQM Model

(1) Planning the self-assessment: defining the assessment scope (the entire organization, a business unit, a department), forming the assessment team (preferably representatives from different departments), setting a timeline. (2) Gathering evidence: reviewing documents (performance reports, policies, procedures, surveys), conducting interviews, observing processes. (3) Using the RADAR tool to assess each criterion: assessing (approach and deployment) and assessing (results). (4) Identifying strengths and improvement opportunities. (5) Writing the self-assessment report.

Applying the RADAR Tool to Assess the Direction and Execution Criteria

Detailed guidance for assessing (approach and deployment) for each of the Direction criteria (Purpose, Vision, Strategy) and the Execution criteria (Leadership and Culture, Engaging Stakeholders, Managing Performance and Transformation). Questions to help with the assessment: is the approach sound and logical? Is it comprehensive and integrated? Is it documented? Is it applied systematically throughout the organization? Is it sustainable? Is it reviewed periodically and improved?

Identifying Strengths and Opportunities for Improvement

(1) Strengths: the practices that contribute positively to achieving the results. (2) Opportunities for improvement: the gaps between the current approach and the ideal approach. Prioritization: using an (importance × feasibility) matrix or an (impact × effort) matrix. Writing improvement opportunities as specific, measurable, achievable, relevant, and time-bound goals (SMART).

Building an Improvement Action Plan

Components of the improvement action plan: (1) improvement opportunity: a clear description of the gap. (2) proposed action: (the activities required to close the gap). (3) owner: a specific team or person. (4) timeline: start date, end date. (5) required resources: budget, staff, tools. (6) measurement indicators: KPIs to measure progress. (7) status: (not started, in progress, completed, deferred).

Practical Workshop (conducting a mini self-assessment and building an improvement plan)

Required (small working teams): (1) select two criteria from the EFQM Model (one from Direction and another from Execution) and one from Results. (2) gather hypothetical evidence for the criteria (to be provided). (3) use the RADAR tool to assess each criterion and identify strengths and improvement opportunities. (4) write a brief self-assessment report (one page) for each criterion. (5) select two improvement priorities from among all the identified improvement opportunities. (6) build a simple improvement action plan for each priority (5 items). (7) present the assessment results and improvement plans to the other groups.

Final test and review of the first course

Short objective questions on the concepts of the EFQM 2025 Model, the model structure, its principles, and the RADAR tool. A review of the key points across the five days.

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Overview

Program Objectives

By the end of this course, the participant will be able to:

Understand the concept of institutional excellence and the reference framework of the EFQM 2025 Model – grasping the philosophical foundations of the model, moving from traditional thinking to value- and sustainability-based thinking, and understanding the fundamental principles that shaped the model (such as creating value for stakeholders, future thinking, and leading with purpose).
Grasp the structure of the EFQM 2025 Model and its core components (Direction, Execution, Results) – explaining the model's new structure that answers the questions (why, how, what), and identifying the Direction criteria: Purpose, Vision, and Strategy; the Execution criteria: leadership, organizational culture, engaging stakeholders, performance management and transformation; and the Results criteria: stakeholder results, strategic and operational results, environmental and social results.
Apply the RADAR tool (Results, Approach, Deployment, Assess and Refine) to assess the organization's performance – using the RADAR methodology as a diagnostic tool to identify strengths and improvement opportunities, measure the organization's maturity in applying excellence principles, and identify the gaps between current and target performance.
Lead institutional transformation toward sustainable excellence – developing an institutional excellence strategy suited to the organization's context, building an action plan to implement sustainable improvements, and involving all stakeholders in the excellence journey.
Link institutional excellence to achieving sustainability, innovation, and value creation – understanding how the EFQM 2025 Model supports integrating sustainability and innovation into the core of operations and strategy to achieve lasting impact and build a more sustainable future.

Target Audience

Senior leaders and executives (CEO, general manager, board members) wishing to adopt a culture of excellence in their organizations.
Managers of strategic planning, institutional development, and quality.
Officers of performance management and continuous improvement.
Heads of human resources and organizational development departments.
Operations and department managers responsible for achieving excellence goals.
Total quality management and institutional excellence consultants.
Internal and external quality reviewers.
Graduates of business administration, public administration, and quality.

Core Competencies

Analyzing the organization's performance using the EFQM 2025 Model

Applying the RADAR methodology to assess approach, deployment, and results

Building an action plan to improve institutional performance based on the assessment results

Formulating an improvement action plan with defined priorities based on the identified performance gaps, with responsibilities, timelines, and key performance indicators (KPIs).

Developing an institutional excellence strategy aligned with the organization's vision and goals

Preparing a comprehensive self-assessment report using the EFQM Model

Applying the concepts of purpose-driven leadership and the enabling culture in institutional excellence

Applying the principles of Purpose-Driven Leadership to motivate teams and build an organizational culture that supports excellence, innovation, and continuous improvement.

Program Outline

Day 1: Introduction to Institutional Excellence and the EFQM 2025 Model

Introduction to Institutional Excellence

History and Evolution of the EFQM Model

The Fundamental Changes in the EFQM 2025 Model

The Structure of the EFQM 2025 Model and Its Components

The Fundamental Principles That Shaped the EFQM Model

Practical Workshop (analyzing the organization's readiness for excellence)

Day 2: The Direction Criteria in the EFQM 2025 Model: Purpose, Vision, and Strategy

The Purpose Criterion: Why does the organization exist?

The Vision Criterion: What is the future you seek?

The Strategy Criterion: How to achieve the purpose and vision?

Linking Purpose, Vision, and Strategy in an Integrated Framework

Practical Workshop (defining the purpose, vision, and strategy for a hypothetical organization)

Day 3: The Execution Criteria in the EFQM 2025 Model: Leadership, Culture, and Performance Management

The Leadership & Culture Criterion

The Engaging Stakeholders Criterion

The Managing Performance & Transformation Criterion

Practical Workshop (assessing leadership and performance management practices in an organization)

The RADAR Tool: Fundamental Concepts (Results – Approach – Deployment – Assessment & Refinement)

Day 4: The Results Criteria in the EFQM 2025 Model and Performance Analysis

The Stakeholder Results Criterion

The Strategic & Operational Results Criterion

The Environmental & Social Results Criterion

Analyzing Results Using RADAR: Trends, Targets, and Comparison

Practical Workshop (analyzing the results of a mock organization using RADAR)

Day 5: Self-Assessment Using RADAR and Building the Improvement Plan

The Self-Assessment Methodology Using the EFQM Model

Applying the RADAR Tool to Assess the Direction and Execution Criteria

Identifying Strengths and Opportunities for Improvement

Building an Improvement Action Plan

Practical Workshop (conducting a mini self-assessment and building an improvement plan)

Final test and review of the first course

Short objective questions on the concepts of the EFQM 2025 Model, the model structure, its principles, and the RADAR tool. A review of the key points across the five days.

Leading Institutional Excellence Using the EFQM Model

Request Schedule & Quotation

Overview

Program Objectives

Target Audience

Core Competencies

Analyzing the organization's performance using the EFQM 2025 Model

Applying the RADAR methodology to assess approach, deployment, and results

Building an action plan to improve institutional performance based on the assessment results

Developing an institutional excellence strategy aligned with the organization's vision and goals

Preparing a comprehensive self-assessment report using the EFQM Model

Applying the concepts of purpose-driven leadership and the enabling culture in institutional excellence

Program Outline

Day 1: Introduction to Institutional Excellence and the EFQM 2025 Model

Day 2: The Direction Criteria in the EFQM 2025 Model: Purpose, Vision, and Strategy

Day 3: The Execution Criteria in the EFQM 2025 Model: Leadership, Culture, and Performance Management

Day 4: The Results Criteria in the EFQM 2025 Model and Performance Analysis

Day 5: Self-Assessment Using RADAR and Building the Improvement Plan

More courses open for booking

Explore Our Monthly Training Schedules

Leading Institutional Excellence Using the EFQM Model

Request Schedule & Quotation

Overview

Program Objectives

Target Audience

Core Competencies

Analyzing the organization's performance using the EFQM 2025 Model

Applying the RADAR methodology to assess approach, deployment, and results

Building an action plan to improve institutional performance based on the assessment results

Developing an institutional excellence strategy aligned with the organization's vision and goals

Preparing a comprehensive self-assessment report using the EFQM Model

Applying the concepts of purpose-driven leadership and the enabling culture in institutional excellence

Program Outline

Day 1: Introduction to Institutional Excellence and the EFQM 2025 Model

Day 2: The Direction Criteria in the EFQM 2025 Model: Purpose, Vision, and Strategy

Day 3: The Execution Criteria in the EFQM 2025 Model: Leadership, Culture, and Performance Management

Day 4: The Results Criteria in the EFQM 2025 Model and Performance Analysis

Day 5: Self-Assessment Using RADAR and Building the Improvement Plan

More courses open for booking

Explore Our Monthly Training Schedules