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TBEM is a customised to Tata adaption of the globally renowned Malcom Balbridge

Model.TBEM is used by Tata companies to stay in step with the ever-changing business environment

TBEM TBEM is on seven core aspects of operations: leadership, strategic planning, customer and market focus, measurement, analysis and knowledge management, human resource focus, process management and business results. Performance is measured in absolute points; companies have to achieve a minimum of 500 points (out of 1,000) within four years of signing the BEBP agreement. Achievements are awarded by recognition across the Group. TQMS helps Tata companies use the model to gain insights on their business strengths and opportunities for improvement. This is managed through an annual process of assessment and assurance. The model, through its regular and calibrated updates, is used by Tata companies to stay in step with the everchanging business environment. TBEM Criteria Purpose Tata Business Excellence Model (TBEM) is the basis for conducting organisational assessments and for giving feedback to applicants. In addition, the Criteria have three important roles in strengthening competitiveness: to help improve organisational performance practices, capabilities, and results to facilitate communication and sharing of best practices information among organisations of all types to serve as a working tool for understanding and managing performance and for guiding organisational planning and opportunities for learning TBEM based Performance Excellence Goals TBEM Criteria is designed to help organisations use an integrated approach to organisational performance management that results in delivery of ever-improving value to customers and stakeholders, contributing to organisational sustainability improvement of overall organisational effectiveness and capabilities organisational and personal learning The Role of Core Values and Concepts The TBEM Model Category 1: Leadership Leadership addresses how your senior leaders guide and sustain your organisation, setting organisational vision, values, and performance expectations. Attention is given to how your senior leaders communicate with your workforce, develop future leaders, measure organisational performance, and create an environment that encourages ethical behaviour and high performance. The Category also includes your organisations governance system and how it ensures ethical behaviour and practices good citizenship. Category 2: Strategic Planning Strategic Planning addresses strategic and action planning, deployment of plans, how adequate resources are ensured to accomplish the plans, how plans are changed if circumstances require a change, and how accomplishments are measured and sustained. The Category stresses that long-term organisational sustainability and your competitive environment are key strategic issues that need to be integral parts of your organisation's overall planning. While many organisations are increasingly adept at strategic planning, plan execution is still a significant challenge. This is especially true given market demands to be agile and to be prepared for unexpected change, such as disruptive technologies that can upset an otherwise fast-paced but more predictable marketplace. This Category highlights the need to place a focus not only on developing your plans but also on your capability to execute them. Category 3: Customer & Market Focus Customer and Market Focus addresses how your organisation seeks to understand the voice of the customer and of the marketplace, with a focus on meeting customers requirements, needs, and expectations; delighting customers; and building loyalty. The Category stresses relationships as an important part of an overall listening, learning, and performance excellence strategy. Your customer satisfaction and dissatisfaction results provide vital information for understanding your customers and the marketplace. In many cases, such results and trends provide the most meaningful information, not only on your customers views but also on their marketplace behaviours (e.g., repeat business and positive referrals) and how these views and behaviours may contribute to the sustainability of your organisation in the marketplace. Category 4: Measurement, Analysis and Knowledge Management The Measurement, Analysis, and Knowledge Management Category is the main point within the Criteria for all key information about effectively measuring, analysing, and improving performance and managing organisational knowledge to drive improvement and organisational competitiveness. In the simplest terms, Category 4 is the

brain centre for the alignment of your organisations operations with its strategic objectives. Central to such use of data and information are their quality and availability. Furthermore, since information, analysis, and knowledge management might themselves be primary sources of competitive advantage and productivity growth, this Category also includes such strategic considerations. Category 5: Workforce Focus Workforce Focus addresses key workforce practices-those directed toward creating and maintaining a highperformance workplace and toward engaging your workforce to enable it and your organisation to adapt to change and to succeed. The Category covers workforce engagement, development, and management in an integrated way (i.e., aligned with your organisations strategic objectives and action plans). Your workforce focus includes your capability and capacity needs and your workforce support climate. To reinforce the basic alignment of workforce management with overall strategy, Criteria also covers human resource planning as part of overall planning in the Strategic Planning Category Category 6: Process Management Process Management is the focal point within the Criteria for your key work systems and work processes. Built into the Category are the central requirements for identification and management of your core competencies to achieve efficient and effective work process management: effective design; a prevention orientation; linkage to customers, suppliers, partners, and collaborators and a focus on value creation for all key stakeholders; operational performance; cycle time; emergency readiness; and evaluation, continuous improvement, and organisational learning. Agility, cost reduction, and cycle time reduction are increasingly important in all aspects of process management and organisational design. In the simplest terms, agility refers to your ability to adapt quickly, flexibly, and effectively to changing requirements. Depending on the nature of your organisation's strategy and markets, agility might mean rapid change from one product to another, rapid response to changing demands, or the ability to produce a wide range of customised services. Agility also increasingly involves decisions to outsource, agreements with key suppliers, and novel partnering arrangements. Flexibility might demand special strategies, such as implementing modular designs, sharing components, sharing manufacturing lines, or providing specialised training. Cost and cycle time reduction often involve Lean process management strategies. It is crucial to utilise key measures for tracking all aspects of your overall process management. Category 7: Business Results The Results Category provides a results focus that encompasses your objective evaluation and your customers' evaluation of your organisations products and services, your overall financial and market performance, your workforce results, your leadership system and social responsibility results, and results of all key processes and process improvement activities. Through this focus, the Criteria's purposes - superior value of offerings as viewed by your customers and the marketplace; superior organisational performance as reflected in your operational, workforce, legal, ethical, and financial indicators; and organisational and personal learning - are maintained. Category 7 thus provides real-time information (measures of progress) for evaluation and improvement of processes, products, and services, in alignment with your overall organisational strategy. Item 4.1 calls for analysis and review of results data and information to determine your overall organisational performance and to set priorities for improvement.

so this is all about TBEM Tatas business Excellence model as an example for change management.

TBEM- Tata Business Excellence Model

The TBEM matrix is used for the organisational self-assessment of Tata companies, recognition and awards, and for providing feedback to applicants. In addition, TBEM plays three important supportive roles in strengthening the competitiveness of Tata companies:

It helps improve business excellence practices, capabilities and results. It facilitates communication and sharing of best practices among Tata companies. It serves as a working tool for understanding and managing performance, for providing planning guidance, and for identifying learning opportunities. The TBEM methodology comprises a set of questions that applicant Tata companies have to answer. Its main objectives are to enhance value to customers and contribute to marketplace success; maximise enterprise-wide effectiveness and capabilities; and deliver organisational and personal learning. The methodology is built on the following set of interrelated core values and concepts: visionary leadership; customer-driven excellence; organisational and personal learning; valuing of employees and partners; agility; future focus; managing for innovation; management by fact; social responsibility; results and value creation; and systems perspective. The core values and concepts of TBEM are embodied in seven categories: Leadership; strategic planning; customer and market focus; measurement, analysis and knowledge management; human resource focus; process management; and business results. The TBEM system focuses on certain key areas of business performance: customer-focused results; product and service results; financial and market results; human resource results; organisational effectiveness results; governance and social responsibility results.

The set of questions to be addressed by an applicant for TBEM-based assessment comprises result-oriented requirements. However, TBEM does not offer any prescriptions, and with good reason. The focus is on results, not on procedures, tools or organisational structures. Companies are encouraged to develop and demonstrate creative, adaptive and flexible approaches for meeting basic requirements. In a speech , Mr Tata also said: When we started [the TBEM] process, some of us, and certainly I, felt frustrated because I sensed a great deal of cynicism among many people who thought all this was unnecessary, that it was just a fad. Time ? and TBEM ? has proven how much attitudes have changed, and how far down the road Tata companies following the methodology have come. Posted in Blogs. By Flickering Candle February 9, 2007