Results (7 criteria and 20 characteristics)

These results are excellent, according to the results assessment in Figure 5-18.

The next step is the assessment of the process.

Management of Process (nine criteria)

Finally, we can analyze the last item in the BEST-tool, i.e. process format. Here we assess to what extent the process is fully described. More information would certainly be gained by an on-site visit (Figure 5-19).

About half of the characteristics are not described in the report. We could expect this finding because Loblaw is not aware of the requirements of the BEST-method.

Maturity of the Management of the Process

Next is an assessment of the maturity of the management of the CSR process at Loblaw.

We assign a score of 4 for the process of management of CSR at Loblaw. This is a good, working level for a successful organization (Figure 5-20).

Figure 5.18 Assessment of Results for CSR Loblaw case study.

Assessment of the Format of the Best Practice of Loblaw

The Best Practice report needs to fulfill a series of requirements, i.e. the format. This allows the reader to have a full and detailed picture of the Best Practice (Figure 5-21).

Summary of the Assessment of the CSR Loblaw Case Study and Conclusion

There are suggested improvement areas only for the process description and the case study format. This case study fulfills the criteria and characteristics of a Best Practice in a large part for the enablers (PDCA) and results.

Assessment of the management of the process of Loblaw's CSR Best Practice

Figure 5.19 Assessment of the management of the process of Loblaw's CSR Best Practice.

It is impressive that Loblaw has already published 11 CSR reports. There is clear evidence of sustainability of the results.

This case study can be considered as a Best Practice. There is also a high probability that much more detail, interesting approaches, and corresponding results would be discovered through an on-site visit.

Good Practice

It is probable that a first assessment will identify characteristics with a 75% score and some with a 100% score. In that case the process owner has recognized a “good practice.” However, this assessment allows the process owner to make further improvements for those characteristics at the 75%

(or below) level.

Note:

With the aid of the BEST-method a company or process owner can prove the existence of a Best Practice for a subject like CSR. It is absolutely necessary, however, to keep in mind that the whole organization needs to be healthy, not only one process, i.e. a systematic achievement of excellent results for all stakeholders. The use of the BEST-method on a continuing basis across all key processes will drive system-wide improvement for organizational excellence.

Figure 5.20 Assessment of the maturity of the management of the process of CSR Loblaw's Best Practice.

The authors believe that it would be useful, after two concrete and real case studies, to give an example of an ideal case study where nearly all criteria of the BEST-tool are met. The Dream Hotel case study gives the reader an example of a “perfect” Best Practice case study. It follows all the criteria and characteristics required for a Best Practice process. Be aware that few if any real processes will achieve 100% adherence to the BEST-assessment model. If you are not interested in this didactic example, you can skip this case study and go to the next chapter.

Figure 5.21 Assessment of the description of the format of a Best Practice for Loblaw's management of Corporate Social Responsibility (CSR).

 
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