OKR vs. EFQM cover image
Strategic Planning

OKR vs. EFQM

Explore how OKR and EFQM frameworks compare in driving organizational excellence.

Rob Davies
Jan 06, 2018 • 5 min read
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Intermediate
Balanced Scorecard
Leadership
Organizational Learning
Performance Measurement
Strategic Decision Making

Summary

This article delves into the differences and similarities between OKR and EFQM frameworks. It highlights the broader scope of EFQM, which focuses on cause and effect through its Excellence Model, and contrasts it with the simplicity and outcome-oriented approach of OKR. The discussion provides insights into how these frameworks can complement each other in strategic management and organizational development. Readers will gain an understanding of the strengths and limitations of each framework, aiding in their application to business strategy.

Takeaways

  • EFQM provides a comprehensive framework focusing on cause and effect relationships within organizations.
  • EFQM's complexity may limit its accessibility to employees below senior management.
  • OKR is a simpler, outcome-focused framework that emphasizes clear objectives and measurable results.
  • OKR's simplicity makes it easy for all organizational levels to understand and implement.
  • RADAR logic in EFQM is a performance management tool that aligns with strategic goals.
  • EFQM Excellence Model aims to help, organizations understand where they are on a “path to excellence” and then provides the tools and techniques to measure improvement over time.
  • EFQM has a much broader scope than OKR. It presents some key conceptual tools used to understand and manage the complexity of organizations, the management of key stakeholders, and their relationship with the outside world, all within the context of implementing a model of excellence. While is simple, focused, and concerned only with turning strategy into clear business goals and measuring results. This lightweight structure makes OKR simple for everyone in an organization to understand, and it consists of only four central concepts: Objectives, Key Results, Initiatives, and Cadences.
  • EFQM was founded back in 1989, shortly before the fall of the Berlin Wall, by a consortium of European business leaders. The goal of EFQM was to establish a formalized management framework designed to help organizations become more effective, thereby increasing the overall competitiveness of the European economy.

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