【正文】 mployees and partners ? agility ? focus on the future ? managing for innovation ? management by fact ? social responsibility ? focus on results and creating value ? systems perspective These values and concepts, described below, are embedded beliefs and behaviors found in highperforming anizations. They are the foundation for integrating key business requirements within a resultsoriented framework that creates a basis for action and feedback. Visionary Leadership Your anization’s senior leaders should set directions and create a customer focus, clear and visible values, and high expectations. The directions, values, and expectations should balance the needs of all your stakeholders. Your leaders should ensure the creation of strategies, systems, and methods for achieving excellence, stimulating innovation, and building knowledge and capabilities. The values and strategies should help guide all activities and decisions of your anization. Senior leaders should inspire and motivate your entire workforce and should encourage all employees to contribute, to develop and learn, to be innovative, and to be creative. Senior leaders should be responsible to your anization’s governance body for their actions and performance. The governance body should be responsible ultimately to all your stakeholders for the ethics, vision, actions, and performance of your anization and its senior leaders. Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, munications, coaching, development of future leaders, review of anizational performance, and employee recognition. As role models, they can reinforce ethics, values, and expectations while building leadership, mitment, and initiative throughout your anization. CustomerDriven Excellence Quality and performance are judged by an anization’s customers. Thus, your anization must take into account all product and service features and characteristics and all modes of customer access that contribute value to your customers. Such behavior leads to customer acquisition, satisfaction, preference, referral, retention and loyalty, and business expansion. Customerdriven excellence has both current and future ponents: understanding today’s customer desires and anticipating future customer desires and marketplace potential. Value and satisfaction may be influenced by many factors throughout your customers’ overall purchase, ownership, and service experiences. These factors include your anization’s relationships with customers, which help to build trust, confidence, and loyalty. Customerdriven excellence means much more than reducing defects and errors, merely meeting specifications, or reducing plaints. Nevertheless, reducing defects and errors and eliminating causes of dissatisfaction contribute to your customers’ view of your anization and thus also are important parts of customerdriven excellence. In addition, your anization’s success in recovering from defects and mistakes (―making things right for your customer‖) is crucial to retaining customers and building customer relationships. Customerdriven anizations address not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate products and services from peting offerings. Such differentiation may be based upon new or modified offerings, binations of product and service offerings, customization of offerings, multiple access mechanisms, rapid response, or special relationships. Customerdriven excellence is thus a strategic concept. It is directed toward customer retention and loyalty, market share gain, and growth. It demands constant sensitivity to changing and emerging customer and market requirements and to the factors that drive customer satisfaction and loyalty. It demands listening to your customers. It demands anticipating changes in the marketplace. Therefore, customerdriven excellence demands awareness of developments in technology and petitors’ offerings, as well as rapid and flexible response to customer and market changes. Organizational and Personal Learning Achieving the highest levels of business performance requires a wellexecuted approach to anizational and personal learning. Organizational learning includes both continuous improvement of existing approaches and adaptation to change, leading to new goals and/or approaches. Learning needs to be embedded in the way your anization operates. This means that learning (1) is a regular part of daily work。 innovation is important for all aspects of your business and all processes. Organizations should be led and managed so that innovation bees part of the learning culture and is integrated into daily work. Innovation builds on the accumulated knowledge of your anization and its employees. Therefore, the ability to capitalize on this knowledge is critical to managing for innovation. Management by Fact Organizations depend on the measurement and analysis of performance. Such measurements should derive from business needs and strategy, and they should provide critical data and information about key processes, outputs, and results. Many types of data and information are needed for performance management. Performance measurement should include customer, product, and service performance。 improve munication, productivity, and effectiveness。D), customers’ input, best practice sharing, and benchmarking. Organizational learning can result in (1) enhancing value to customers through new and improved products and services。 (3) reducing errors, defects, waste, and related costs。 the need to create value for customers and the business。 and (6) enhancing your anization’s performance in fulfilling its societal responsibilities and its service to your munity as a good citizen. Em