Changes in the EFQM Fundamental Concepts

Changes in the EFQM Fundamental Concepts















Changes in the EFQM Fundamental Concepts

In order to achieve excellence and efficiency in organizational processes, companies need to inculcate a range of conjectures aimed at ensuring the sufficient delivery of quality. The focus on quality has been incorporated in organizational management due to the positive impacts it poses on various aspects of a company such as performance as well as cost repudiation. This explains the predisposition of most organizations towards the Fundamental Concepts of Excellence. Accordingly, this particular archetype outlines the basis on which any form of organization can achieve sustainable excellence (EFQM (a), n.d.). In addition to this, the particular model is easily applicable in any organization irrespective of its magnitude, sector or length of maturity (EFQM (b), n.d.). Over the years since its inception, the EFQM Model has been applied consistently in organizations based around the globe. Through flexible components, organizations have become capable of inculcating the model within their respective frameworks. For instance, concepts such as the harnessing of innovation and creativity have influenced organizations to focus overly on value creation as a viable strategic point. In addition, the development of organizational capability has further influenced companies to augment their capabilities through effective change management in and out of their boundaries (EFQM (a), n.d.).

Indeed, in spite of existing processes and systems within corporations, the EFQM archetype can function through the integration of present and proposed initiatives. This is greatly beneficial especially in the removal of duplication and the identification of gaps (Business Excellence, 2010). However, ensuring that the EFQM Model applies significantly over time required the incorporation of changes to it. Apart from this reason, incorporating modifications to the respective representation was imperative in ensuring that each organization gains correspondingly from implementation and utilization of the concept-based archetype. In this respect, several changes were introduced. These comprised innovation and creativity, corporate governance, sustainability, risk management, supplier management, product or service promotion and lastly, organizational agility (Business Excellence, 2010). These alterations were well required in order to correspond with the modifications that most companies faced during the global recession.



Business Excellence. (2010, September 16). Strategy: EFQM. Retrieved from

EFQM (a). (n.d.). Fundamental concepts. Retrieved from

EFQM (b). (n.d.). Model criteria. Retrieved from


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