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December 02, 2007

The practice of Excellence Models in multi–national companies(?)

GDP

World map with the sizes of land area relative to the country's GDP wealth - from Worldmapper

Apparently, I put a question mark there in the title because I am not really sure myself. And I just don't seem to be able to find the answer to that.

This question came up to me as I was pondering about in the EFQM manual and how it can be applicable in my home country (Thailand) a few days ago. To my knowledge and what we have concluded in one of our PPE seminars back a few weeks ago, I gathered that probably the most influential factor in the selection of an excellence model to use as a guideline is a geographical one.That seemed logical to me at the time but what about those multi-national companies that have their branches operating pretty much in every corner of the globe?

Is it possible that they practise different models accordingly to their geographical location? If so, then how would they have a shared vision of the future - because I believe that even though every excellence model are very similar at the core of their principles, "similar" means that there are still differences and these difference (though it can be ridiculously small) will result in a different vision. To some companies this may not be a problem but big companies just cannot stand to risk anything just because it is regarded as insignificant due to the multitude of money associated with the operations of these companies.

Now, to hypothesise from the other side of the possibilities, it may be that these companies stick to just "one" model and use it regardless of where the branch is located. While this may solve the above mentioned problem, another one arises. How would the company comply with the model that the particular country - where the company's branch is located in  - is using? I have a feeling that there is probably a simple answer to it but I just cannot come up with any - gotta blame the gloomy Sunday morning.


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