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Describe your organization’s competitive
environment, your
KEY
STRATEGIC CHALLENGES,
and
your
SYSTEM
for
PERFORMANCE
improvement.
Within your response,
include answers to the following questions:
P.2a.
Competitive Environment
(1) What is your competitive position?
What is your relative size and growth in your
industry or markets served?
What are the numbers and types of competitors
for your organization?
(2) What are the principal factors that
determine your success relative to your competitors?
What are any
KEY
changes taking place that affect your
competitive situation?
(3) What are your
KEY
available sources of comparative and
competitive data from within your industry?
What are your
KEY
available sources of
COMPARATIVE DATA
for analogous
PROCESSES
outside your industry?
What limitations, if any, are there in your
ability to obtain these data?
P.2b.
Strategic Challenges
What are your
KEY
business, operational, and human resource
STRATEGIC CHALLENGES?
What are your
KEY
STRATEGIC CHALLENGES
associated with organizational
SUSTAINABILITY?
P.2c.
Performance Improvement System
HOW
do you maintain an overall
organizational focus on
PERFORMANCE
improvement, including organizational
LEARNING?
HOW
do you achieve
SYSTEMATIC
evaluation and improvement of
KEY
PROCESSES? |
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Notes:
N1.
Principal factors (P.2a[2]) might include
differentiators such as price leadership, design services,
e-services, geographic proximity, and warranty and product
options.
For
some nonprofit organizations, differentiators also might
include relative influence with decision makers, ratio of
administrative costs to programmatic contributions, past
reputation for program or service delivery, and wait times
for service.
N2.
STRATEGIC CHALLENGES
(P.2b) might include
rapid technological change,
disruptive technologies that rapidly revolutionize or make
obsolete existing
PROCESSES
or products, reduced
CYCLE TIMES
for product introduction,
industry volatility,
declining market share,
changing marketplace, mergers and acquisitions,
global marketing and competition,
CUSTOMER
retention, changing or emerging
CUSTOMER
or regulatory requirements,
employee retention,
an aging workforce, and
VALUE
chain integration.
N3.
PERFORMANCE
improvement (P.2c) is an assessment dimension used in the
SCORING SYSTEM to evaluate the
maturity of organizational
APPROACHES
and
DEPLOYMENT.
This question is intended to help you and the Baldrige
Examiners set an
overall context for your
APPROACH
to
PERFORMANCE
improvement.
N4.
Overall
APPROACHES
to
PROCESS
improvement (P.2c) might include implementing a Lean
Enterprise System,
applying Six Sigma methodology, using ISO 9000:2000
standards, or employing other
PROCESS
improvement tools.
N5. Nonprofit organizations frequently believe they are not
in a competitive environment; however, they often must
compete with other organizations and with alternative
sources for similar services to secure financial and
volunteer resources, membership, visibility in appropriate
communities, and media attention.
N6.
The term “industry” (P.2a[1]) is used throughout the
Criteria to refer to the sector in which you operate. For
nonprofit organizations, this sector might be charitable
organizations, professional associations, or government or
sub-sectors of one of these.
N7.
For nonprofit organizations, the term “business” (P.2b) is
used throughout the Criteria to refer to factors related to
your main mission area or enterprise activity. |
