《卓越绩效准则》中的11个核心理念和价值观

有远见的领导（Visionary Leadership）

高层领导者应设定组织的愿景，创建以顾客为关注焦点的氛围，表明清晰的、可见的价值观和伦理道德，寄予全体员工厚望。这些组织的方向、价值观和期望应综合平衡所有的利益相关方的需要。领导者要确保建立战略、体系和方法，以实现卓越绩效、促进创新、构筑知识和能力、确保组织可持续性。

领导者定义的价值观和战略应用于指导组织各项活动和决策。高层领导者应激发、鼓励全体成员，奉献、发展、学习，创新和皈依有意义的变革。高层领导者应为其行动和绩效向组织的治理机构负责。治理机构应最终为组织的和高层领导的伦理道德、行为和绩效向所有的利益相关方负责。

高层领导者应通过伦理行为，亲自参与计划，提供承担智能风险和环境、沟通、辅导和激励员工、开发未来领导者、评审组织绩效、认可员工等发挥其模范样作用。作为榜样，由能有力地强化伦理道德标准、价值观和期望，并在整个组织构筑领导力、承担义务和树立首创精神。

Your organization’s senior leaders should set a vision for the organization, create a customer focus, demonstrate clear and visible organizational values and ethics, and set high expec­tations for the workforce. The vision, values, and expecta­tions should balance the needs of all your stakeholders. Your leaders should also ensure the creation of strategies, systems, and methods for achieving performance excellence, stimulating innovation, building knowledge and capabilities, and ensuring organizational sustainability.

The values and strategies leaders define should help guide all of your organization’s activities and decisions. Senior leaders should inspire and encourage your entire workforce to contribute, to develop and learn, to be innovative, and to embrace meaningful change. Senior leaders should be responsible to your organization’s governance body for their actions and performance, and the governance body should be responsible ultimately to all your stakeholders for your organization’s and its senior leaders’ ethics, actions, and performance.

Senior leaders should serve as role models through their ethical behavior and their personal involvement in planning, providing a supportive environment for taking intelligent risks, communicating, coaching and motivating the work­force, developing future leaders, reviewing organizational performance, and recognizing workforce members. As role models, they can reinforce ethics, values, and expectations while building leadership, commitment, and initiative throughout your organization.

顾客驱动的卓越（Customer-Driven Excellence）

顾客是绩效和质量的最终评断者。因此，组织必须考虑所有的产品和服务特色与特性，考虑所有的顾客采用模式，并支持为顾客创造价值。这些行为导致顾客赢取率、满意度、偏好和忠诚；正面口碑，最终带来组织的可持续性。顾客驱动的卓越包括当前和未来两个构成部分：理解今天顾客的欲望 ，预期未来欲望和市场潜力。

有许多因素通过顾客在组织的体验过程影响组织价值和满意度。其中包括组织与顾客的关系管理。它有助于构建信任、信心和忠诚。

顾客驱动的卓越远不止于减少缺陷和差错，仅仅满足规格或减少抱怨。不过，这些因素有助于顾客认识组织，进而也是以顾客驱动的卓越的组成部分。另外，组织成功地纠正缺陷、服务差错和错误，对于留住顾客，并使他们长期全心投入至关重要。

顾客驱动的组织要解决的问题不仅在于满足顾客基本要求的产品和服务特性，而且在使解决这些特色或特性与竞争对手形成差异。这此差异可能基于创造性的提供物、提供物的组合、定制化的提供物、多样的访问沟通机制、快速响应或特定的关系。

因此，顾客驱动的卓越是一个战略概念。它针对顾客保留和忠诚、市场份额赢取和增长。这要求对变化和新出现的顾客和市场需求，以及驱动顾客全心投入的因素经常保持敏感性；要求密切注意顾客之声；要求预期市场的变化。因此，顾客驱动的卓越要求以顾客为关注焦点的文化和组织敏捷性。

Your customers are the ultimate judges of performance and quality. Thus, your organization must take into account all product and service features and characteristics and all modes of customer access and support that contribute value to your customers. Such behavior leads to customer acquisition, satisfaction, preference, and loyalty; positive referrals; and, ultimately, the sustainability of your business. Customer-driven excellence has both current and future components: understanding today’s customer desires and anticipating future customer desires and marketplace potential.

Many factors may influence value and satisfaction over the course of your customers’ experience with your organization. These factors include your organization’s customer relationship management, which helps build trust, confidence, and loyalty.

Customer-driven excellence means much more than reduc­ing defects and errors, merely meeting specifications, or reducing complaints. Nevertheless, these factors contribute to your customers’ view of your organization and thus are also important parts of customer-driven excellence. In addi­tion, your success in recovering from defects, service errors, and mistakes is crucial for retaining customers and engaging them for the long term.

A customer-driven organization addresses not only the product and service characteristics that meet basic customer requirements but also those features and characteristics that differentiate the organization from competitors. This dif­ferentiation may be based on innovative offerings, combina­tions of product and service offerings, customized offerings, multiple access and outward communication mechanisms, rapid response, or special relationships.

Customer-driven 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 engagement. It demands close attention to the voice of the customer. It demands anticipating changes in the marketplace. Therefore, customer-driven excellence demands a customer-focused culture and organizational agility.

组织的和个人的学习（Organizational and Personal Learning ）

达成组织最高水平的绩效要求有执行良好的组织学习和个人的学习方法，包括通过系统化的过程共享知识。

组织学习。组织学习既包括持续改进现有方法，又包括重大变革或创新。它们带来新的目标、方法、方案、服务和市场。

学习必须根植于组织的运作之中。这意味着：（1）学习是日常工作的例行组成部分；（2）学习在个人、工作单位、部门及整个组织的各个层次上实施；（3）学习促成在源头（“根本原因”）解决问题；（4）学习的集中于在全组织构筑和分享知识；（5）学习由各种影响重大、有意义的变化和创新的机会所驱动。实现学习的源泉包括：教职工和志愿者的创意、研究和开发成果、顾客的输入、最佳惯行的分享和标杆对比。

组织学习可带来：（1）利用新的和改进的产品和服务，增强顾客的价值；（2）开发新的教育机会；（3）新的和改进的过程或商业模式；（4）减少差错、变异、浪费和相关成本； （5）改进响应性和绩效周期时间；（6）增强利用所有资源的生产率和有效性；（7）增强满足组织社会责任的绩效。

个人学习。组织成员的成功（包括领导者）越来越取决于拥有学习和实践新技能的机会。如果组织依靠志愿者，他们个人的学习也十分重要，也应该考虑他们的学习和技能开发。

组织通过教育、培训及其他的成长机会投资于个人的学习。其中包括为未来的组织核心能力准备人员。在岗培训为交叉培训提供了一种高费效比的方式，并将培训与组织的能力需要和优先顺序更紧密地联系起来。教育和培训方案可以有多种模式，包括基于网络和计算的、远程的学习。

个人的学习可带来：（1）更加全心投入的、满意的和多才多艺的员工留在组织；（2）组织内的跨职能学习；（3）组织知识资产的构筑和创新环境的改善。

因此，学习不仅直接带来更好的产品和服务，而且带来更高的响应性、适应性、创造性和高效率，进而带来组织市场的可持续性和绩效优势，并使员工全心投入，增加满意度和追求卓越的动机。

Achieving the highest levels of organizational performance requires a well-executed approach to organizational and personal learning that includes sharing knowledge via systematic processes.

Organizational learning. Organizational learning includes both continuous improvement of existing approaches and significant change or innovation, leading to new goals, approaches, products, and markets.

Learning needs to be embedded in the way your organiza­tion operates. This means that learning (1) is a regular part of daily work; (2) is practiced at the personal, work unit, and organizational levels; (3) results in solving problems at their source (root cause); (4) is focused on building and sharing knowledge throughout your organization; and (5) is driven by opportunities to effect significant, meaningful change and to innovate. Sources for learning include employees’ and volunteers’ ideas, research and development, custom­ers’ input, best-practice sharing, and benchmarking.

Organizational learning can result in (1) enhanced value to customers through new and improved products and customer services; (2) the development of new business opportunities; (3) the development of new and improved processes or business models; (4) reduced errors, defects, waste, and related costs; (5) improved responsiveness and cycle time performance; (6) increased productivity and effectiveness in the use of all your resources; and (7) enhanced performance in fulfilling your organization’s societal responsibilities.

Personal learning. The success of your workforce mem­bers—including your leaders—depends increasingly on their having opportunities to learn and to practice new skills. If your organization relies on volunteers, their personal learn­ing is also important, and you should consider their learning and skill development.

Organizations invest in personal learning through educa­tion, training, and other opportunities for continuing growth and development. It includes preparing people for future organizational core competencies. On-the-job training offers a cost-effective way to cross-train and to link training more closely to your organization’s capacity needs and priorities. Education and training programs may have multiple modes, including computer, Web-based, and distance learning.

Personal learning can result in (1) a more engaged, satisfied, and versatile workforce that stays with your organization; (2) cross-functional learning for your organization; (3) the building of your organization’s knowledge assets; and (4) an improved environment for innovation.

Thus, learning is directed not only toward better products but also toward being more responsive, adaptive, innova­tive, and efficient—giving your organization marketplace sustainability and performance advantages and engaging your workforce to increase satisfaction and the motivation to excel.

重视员工和合作伙伴（Valuing Workforce Members and Partners ）

组织的成功日益依赖于全心投入的员工。他们得益于有意义的工作、明确的组织方向、达成绩效的责任。全心投入的员工还必须拥有安全、信任、合作的环境。另外，成功的组织都充分利用员工及合作伙伴的多样化的背景、知识、技能、创造力和动机。

重视员工。 重视作为员工的人，意味着致力于他们的全心投入、满意、发展和幸福。这涉及提供更灵活的、高绩效的、根据多样化工作场所和家庭生活需要定制的工作实践。重视全体员工的重大挑战包括;（1）展现领导者致力于他们的成功；（2）提供常规薪酬制度之处的认可；（3）确保其在组织中的发展与进步；（4）共享组织的知识，以更好地服务于顾客，并为实现组织战略目标做出贡献；（5）营造鼓励承担智能风险实现创新的环境。（6）为多样化的员工队伍营造支持环境。

重视合作伙伴。组织为了达到总体目标，需要构建内部和外部伙伴关系。内部伙伴关系可以包括劳方与管理层之间的合作。构建内部伙伴关系还可能涉及在各个工作单位和地点之间、员工与志愿者之间创建网络关系，以改进灵活性、响应性和知识共享。

外部合作伙伴可以是顾客、供应商、教育和社区组织。战略合作伙伴关系或联盟日益成为重要的外部关系之一。它可以提供互补的核心能力，使组织能够进入新的市场，或者为新产品、顾客支持服务提供基础。合作伙伴关系也可以使组织通过与合作伙伴混合核心能力或领导能力来解决共同的问题。所以，合作伙伴关系可能是组织战略优势的来源之一。

在成功的内、外部合作伙伴关系中，合作伙伴制定长远目标，以此建立相互投资和尊重的基础。合作伙伴各方要明确成功的关键要求、定期沟通的手段、评价进展的方法、适应情况变化的措施等等。在某些情况下，联合教育培训可能是一种高费效比的员工开发方法。

An organization’s success depends increasingly on an engaged workforce that benefits from meaningful work, clear organizational direction, and accountability for performance. That engaged workforce must also have a safe, trusting, and cooperative environment. Additionally, the successful organization capitalizes on the diverse backgrounds, knowledge, skills, creativity, and motivation of its workforce and partners.

Valuing workforce members. Valuing the people in your workforce means committing to their engagement, satisfaction, development, and well-being. Increasingly, this involves offering more flexible, high-performance work practices that are tailored to varying workplace and home life needs. Major challenges in valuing your workforce members include (1) demonstrating your leaders’ commitment to their success, (2) providing motivation and recognition that go beyond the regular compensation system, (3) offering development and progression within your organization, (4) sharing your organization’s knowl­edge so your workforce can better serve your customers and contribute to achieving your strategic objectives, (5) creating an environment that encourages intelligent risk taking to achieve innovation, and (6) creating a supportive environ­ment for a diverse workforce.

Valuing partners. To accomplish their overall goals, orga­nizations need to build internal and external partnerships. Internal partnerships might include cooperation between labor and management. Forming internal partnerships might also involve creating network relationships among your work units and locations or between employees and volunteers to improve flexibility, responsiveness, and knowledge sharing.

External partners might be customers, suppliers, and educa­tion or community organizations. Strategic partnerships or alliances, which are increasingly important kinds of external partnerships, might offer complementary core competen­cies that allow entry into new markets or a basis for new products or customer support services. Partnerships might also permit you to address common issues by blending your organization’s core competencies or leadership capabilities with partners’ complementary strengths and capabilities. Thus, partnerships may be a source of strategic advantage for your organization.

In successful internal and external partnerships, the partners develop longer-term objectives, thereby creating a basis for mutual investments and respect. Partners should establish the key requirements for success, means for regular com­munication, approaches to evaluating progress, and means for adapting to changing conditions. In some cases, joint education and training could be a cost-effective method of workforce development.

敏捷（Agility）

在今天变化莫测、全球竞争的环境中成功，需要敏捷——一种快速变化和柔性运营的能力。组织推出/改进产品和服务面临着日益缩短的循环周期压力，同时，非赢利组织和政府机构 日前要求快速响应新的或新出现的社会事务。破坏性事件的发生更频繁。它们可能由于创新性技术或产品的引入、经济震荡或压力、法规要求、社会或社会的要求所触发。

组织必须在日益缩短的周期时间内有能力实现转型变革。响应时间的重大改进通常要求一个新的工作系统，简化工作过程，或有能力从一个过程向别一个过程转换。在这样的需求环境中，经过交叉培训和授权的员工是至关重要的资产。

满足竞争挑战的一个重要成功因素是从设计到进入市场时间（即启动一个产品或服务特性的时间）或创新周期时间。为了满足快速变化的市场需要，组织需要完成从研究或概念到商业化或实施过程各项活动的阶段间集成。

目前，时效的各个方面都越来越关键，周期时间成为过程的关键测量指标。关注时间还可以带来其他重大好处；时间的改进通常会同时推动工作系统、组织、质量、成本、供应链整合、劳动生产率以及在充满挑战的经济中的可持续性等等改进或变化。

Success in today’s ever-changing, globally competitive environment demands agility—a capacity for rapid change and for flexibility in operations. Organizations face ever-shorter cycles for introducing new/improved products and services, and nonprofit and government organizations are increasingly being asked to respond rapidly to new or emerging social issues. Disruptive events are occurring more frequently. They can be triggered by innovative technologies or product introductions, economic upheaval or stress, or social or societal demands. Organizations must be capable of making transformational changes on an ever-shorter cycle time. Major improvements in response times often require new work systems, the simplification of work pro­cesses, or the ability for rapid changeover from one process to another. A cross-trained and empowered workforce is a vital asset in such a demanding environment.

A major success factor in meeting competitive challenges is design-to-introduction time (the time it takes to initiate a product or service feature) or innovation cycle time. To meet the demands of rapidly changing markets, your organization needs to carry out stage-to-stage integration of activities from research or concept to commercialization or implementation.

All aspects of time performance are now more critical, and cycle time is a key process measure. Other important benefits can be derived from this focus on time; time improvements often drive simultaneous improvements or changes in your work systems, organization, quality, cost, supply-chain integration, productivity, and sustainability in a challenging economy.

关注未来（Focus on the Future）

确保组织可持续性要求了解影响组织及其市场的长期和长期因素。识别关键的外部环境因素十分重要，尽管其结果常常难以预见。寻求可持续增长和持续绩效，要求领导层有强烈的未来导向，以及长期致力于主要利益相关方（包括顾客，诸如顾客及其家庭、员工、供应商、合作伙伴、社区和公众等）的意愿；当环境变化时，还要求有做出调整计划的敏捷性。

组织的计划活动应当预先考虑到诸多的因素，如顾客的期望；新的教育和合作机会；变动的经济条件；员工的能力和技能需求；充满竞争的全球市场；技术发展；顾客与其他顾客和市场细分的变化；新商业模式、社区和社会的需求和期望的变化、竞争对手和对比组织的战略举动等。战略目标和资源分配必须适应这些影响因素。以未来为关注焦点，要求开发领导者、员工和供应商，实施有效的继任计划，为承担智能风险和鼓励创新创建支持环境，同时预期社会责任和公众隐忧。

Ensuring an organization’s sustainability requires an understanding of the short- and longer-term factors that affect the organization and its marketplace. Identification of key external environmental factors is important even though their outcomes may be less predictable. The pursuit of sustained growth and performance leadership requires a strong future orientation and a willingness to make long-term commitments to key stakeholders—your customers, workforce, suppliers, partners, and stockholders; the public; and your community. It also requires the agility to modify plans when circumstances warrant.

Your organization’s planning should anticipate many factors, such as customers’ expectations; new business and partnering opportunities; unexpected crises, including changing economic conditions; workforce capacity and capability needs; the competitive global marketplace; technological developments; changes in customer and market segments; new business models; evolving regulatory requirements; changes in community and societal expecta­tions and needs; and strategic moves by competitors. Your strategic objectives and your resource allocations need to accommodate these influences. A focus on the future includes developing your leaders, workforce, and suppliers; accomplishing effective succession planning; creating a supportive environment for taking intelligent risks and encouraging innovation; and anticipating societal responsi­bilities and concerns.

追求创新的管理（Managing for Innovation）

创新意味着进行有意义的改变，以改善组织的产品和服务、过程、运作和商业模式，为利益相关方创造新的价值。创新应该将组织引向新的绩效维度。创新需要一个支持环境，需要一个识别战略机会，并追求智能风险的过程。

创新不再严格限制在研究开发部门；对于组织运作的所有方面、所有的工作系统和工作过程，创新都十分重要。应该领导和管理组织，使承担智能风险成为企业学习文化的一部分。创新应整合在日常工作中，并得到组织绩效系统的支持。识别战略机会的系统化过程应该覆盖整个组织。

创新是建立在组织知识积累和人（智能）基础之上的。它是个新知识生成和转化的过程。因此，快速地传播和应用知识是推动组织创新的关键。

Innovation means making meaningful change to improve your organization’s products, services, programs, processes, operations, and business model, with the purpose of creat­ing new value for stakeholders. Innovation should lead your organization to new dimensions of performance. Innovation requires a supportive environment, a process for identifying strategic opportunities, and the pursuit of intelligent risks.

Innovation is no longer strictly the purview of research and development departments; innovation is important for all aspects of your operations and all work systems and work processes. Your organization should be led and managed so that taking intelligent risks becomes part of the learning culture. Innovation should be integrated into daily work and be supported by your performance improvement system. Systematic processes for identifying strategic opportunities should reach across your entire organization.

Innovation builds on the accumulated knowledge of your organization and its people. Therefore, the ability to rapidly disseminate and capitalize on this knowledge is critical to driving organizational innovation.

基于事实的管理（Management by Fact）

组织依赖于绩效的测量和分析。这种测量应源于组织的需要和战略，并应提供关于关键过程、输出、结果和成果的关键数据和信息。组织的绩效管理需要诸多类型的数据和信息。绩效测量涉及顾客、产品和过程的绩效；运作、市场和竞争绩效比较；供应商、员工、合作伙伴、成本、预算和财务绩效；治理和抱怨结果；以及战略目标的实现。

 为了便于分析，应该细分数据，比如根据顾客市场、产品线、员工群组等细分数据。

分析是指从数据和信息中萃取进一步的意义，以支持评价、决策、改进和创新。分析需要利用数据来确定趋势、推测结果以及尚不明晰的因果关系。分析可服务于多种目的，如计划活动、整体绩效评审、运作改进、实施变革管理、与竞争对手或拥有“最佳惯行”的标杆比较绩效。

在绩效改进和变革管理中，需要考虑的一个重要因素就是绩效测量指标的选择和应用。所选的绩效指标应该最好地描述相关的因素。即带来顾客学习成果改善；顾客的改进；运作的、预算的、财务的和社会的绩效。建立一个与顾客和组织绩效要求相关的、完整的绩效指标集，为实现组织所有过程与目标的整合提供明确的基础。可能需要支持管理者在快速变化的环境中制定决策的指标。通过分析跟踪过程获得的数据，可以评价测量指标本身，并做出改变以更好地支持你的目标。

Organizations depend on the measurement and analysis of performance. Measurements should derive from business needs and strategy, and they should provide critical data and information about key processes, outputs, results, and outcomes. Organizations need many types of data and information for performance management. Performance measurement should include measurement of customer, product, and process performance; comparisons of operational, market, and competitive performance; sup­plier, workforce, partner, cost, and financial performance; governance and compliance results; and accomplishment of strategic objectives.

To facilitate analysis, data should be segmented by, for example, markets, product lines, and workforce groups.

Analysis means extracting larger meaning from data and information to support evaluation, decision making, improvement, and innovation. It entails using data to deter­mine trends, projections, and cause-and-effect relationships that might not otherwise be evident. Analysis supports a variety of purposes, such as planning, reviewing your overall performance, improving operations, accomplishing change management, and comparing your performance with competitors’ or with best-practice benchmarks.

A major consideration in performance improvement and change management is the selection and use of performance measures or indicators. The measures or indicators you select should best represent the factors that lead to improved customer, operational, financial, and societal performance. A comprehensive set of measures or indicators tied to customer and organizational performance requirements provides a clear basis for aligning all processes with your organiza­tion’s goals. You may need measures and indicators to support you in making decisions in a rapidly changing envi­ronment. By analyzing data from your tracking processes, you can evaluate the measures or indicators themselves and change them to better support your goals.

社会责任（Societal Responsibility）

领导者应该重视伦理道德行为、公共责任并关注社会幸福和利益。领导者应该在关注伦理道德和保护公共健康、安全和环境方面成为组织和员工的榜样。这些保护活动适用于组织运作以及产品生命周期的任何影响。此外，组织应该重视保护资源、从源头减少废物。在计划活动中应预计到从产品生产、分销、运输、使用到报废各个环节的负面影响。有效的计划活动应该防止问题的发生，提供发生问题时的坦诚的应对方案，提供可用的信息并为公众的知情、安全和信心保持必要的支持。

组织不只是要满足所有地方的、州的和联邦政府的法律法规要求，还应把这些要求视为超越“确保合规”的机会。在与所有的利益相关方的事务和交往中，组织应强调伦理道德行为。治理机构应对高度的伦理操行提出要求并加以监控。关注社会幸福和利益意味着在资源认可的情况下，在组织的影响范围内。领导并支持环境、社会和经济体系。这种领导和支持包括改善社区教育、保健和其他服务；寻求环境卓越；成为重要社会事务和模范；践行资源保护；减少碳排放；完成社区服务和慈善事务；改进产业和教育部门的实践，共享非专属信息。

对于模范组织，领导层还必须影响其他私人和公共组织，通过合作来达到上述目的。

管理社会责任要求组织利用适宜的措施，同时，领导者要为这些措施承担责任。

Your organization’s leaders should stress ethical behavior, responsibilities to the public, and the consideration of societal well-being and benefit. Leaders should be role models for your organization and its workforce in focusing on ethics and the protection of public health, safety, and the environment. This protection applies to any impact of your organization’s operations, as well as the life cycles of your products. Also, your organization should emphasize resource conservation and waste reduction at the source. Planning should anticipate adverse impacts from the production, distribution, transportation, use, and disposal of your products. Effective planning should prevent problems, provide for a forthright response if problems occur, and make available the information and support needed to maintain public awareness, safety, and confidence.

Your organization should not only meet all local, state, and federal laws and regulatory requirements but should also treat these and related requirements as opportunities to excel “beyond mere compliance.” Your organization should stress ethical behavior in all stakeholder transactions and interactions. Your organization’s governance body should require highly ethical conduct and monitor all conduct accordingly.

Considering societal well-being and benefit means leading and supporting—within the limits of your resources—the environmental, social, and economic systems in your organization’s sphere of influence. Such leadership and sup­port might include improving education, health care, and other services in your community; pursuing environmental excellence; being a role model for socially important issues; practicing resource conservation; reducing your carbon foot­print; performing community service and charity; improving industry and business practices; and sharing nonproprietary information.

For a role-model organization, leadership also entails influ­encing other organizations, private and public, to partner for these purposes.

Managing societal responsibilities requires your organization to use appropriate measures and your leaders to assume responsibility for those measures.

关注结果和创造价值（Focus on Results and Creating Value）

管理的目的在于创造价值，达成组织期望的结果。管理体系的建立、保持、实施与改进，不应该为管理而管理，应该以充分发挥资源的效能，提高效率，产生更大能力，创造更大价值和经营结果为关注点。

组织的绩效测量应注重关键的结果。这些结果应当被用于为顾客和关键的利益相关方（顾客及其父母、其他顾客、员工、供应商和合作伙伴、公众和社区）创造价值并平衡其相互之间的价值。

通过为关键的利益相关方创造价值，组织构建忠诚，促进经济增长，改善社区和社会利益。为了满足那些有时会存在冲突并变化的目标，需要平衡价值，意味着组织的战略应明确地纳入关键的利益相关方的要求。这将有助于确保计划与行动满足不同的利益相关方的需要，避免对任何一方造成不利的影响。建立一套均衡组合的先行绩效指标和滞后绩效指标，为沟通长、短期的优先事项和监控实际绩效提供了有效的手段，也为结果的改进提供了明确的基础。

Your organization’s performance measurements need to focus on key results. Results should be used to create and balance value for your key stakeholders—your customers, workforce, stockholders, suppliers, and partners; the public; and the community.

By creating value for key stakeholders, your organization builds loyalty, contributes to growing the economy, and contributes to society. To meet the sometimes conflicting and changing aims that balancing value implies, your orga­nizational strategy should explicitly include key stakeholder requirements. This will help ensure that plans and actions meet differing stakeholder needs and avoid adverse impacts on any stakeholders. A balanced composite of leading and lagging performance measures is an effective means to com­municate short- and longer-term priorities, monitor actual performance, and provide a clear basis for improving results.

系统视角（Systems Perspective）

波多里奇准则为管理组织及其关键过程，达成结果——追求卓越绩效，提供了一个系统的视角。其七个类目、核心价值观和理念，以及计分系统构成了该系统的模块和整合机制。但是，要成功地管理整体绩效，还必须针对组织的具体情况进行综合（synthesis）、校准（alignment）和整合（integration）。

综合意味着把组织视为一个整体，并在此基础上确立关键的组织属性，包括核心能力、战略目标、行动计划和工作系统。校准意味着应用波多里奇所规定的各项要求之间的关键联系来确保诸如计划、过程、测量和行动之间的一致性。整合构筑在校准之上，旨在使组织绩效管理系统的各个构成部分以充分互联的方式运行并达到预期的结果。

这些理念在波多里奇准则系统框架（第1页）中做了说明。一旦组织采用系统视角，高层领导则以战略方向、顾客为关注焦点。高层领导者依据组织的结果来监测、应对和管理绩效。按照系统视角，组织以顾客和利益相关方为关注焦点，利用其测量、指标、核心能力、组织知识，构建关键战略，将战略与工作系统和关键过程联接起来，并校准资源以改进整体绩效。

因此，系统的视野意味着管理整个组织及其组成部分，以实现可持续性。

The Baldrige Criteria provide a systems perspective for managing your organization and its key processes to achieve results—and to strive for performance excellence. The seven Criteria categories, the core values and concepts, and the scoring guidelines form the system’s building blocks and integrating mechanism. However, successfully managing overall performance requires organization-specific synthesis, alignment, and integration. Synthesis means looking at your organization as a whole and builds on key business attri­butes, including your core competencies, strategic objectives, action plans, and work systems. Alignment means using the key linkages among the requirements in the Criteria cat­egories to ensure consistency of plans, processes, measures, and actions. Integration builds on alignment, so that the individual components of your performance management system operate in a fully interconnected manner and deliver anticipated results.

These concepts are depicted in the Baldrige Criteria frame­work (page 1). When your organization takes a systems perspective, your senior leaders focus on strategic directions and customers. Your senior leaders monitor, respond to, and manage performance based on your results. With a systems perspective, you use your measures, indicators, core competencies, and organizational knowledge to build your key strategies, link these strategies with your work systems and key processes, and align your resources to improve your overall performance and your focus on customers and stakeholders.

Thus, a systems perspective means managing your whole organization, as well as its components, to achieve sustainability.