Every business owner, administrator, executive or manager has at some point asked himself what would be the most appropriate model for the business he conducts, regardless of whether it is a public or private organization.

For some years I have been following the evolution and using the guiding guide of my actions, as an executive and business consultant, the fundamentals and criteria of the programs of excellence in quality and productivity management, and without a doubt I found an answer that can satisfactorily answer this question. inquiry.

This model excels in leadership committed to the excellence of its products and services, which is the key point in the development of any organization.

This leadership must have a strategic competence to effectively direct its organization towards success, concerned with the organization's sustainability and survival over time, always attentive to the needs of interested parties, with a focus on customers, who keep it alive, and in the society in which it operates.

To do this, it seeks information and knowledge to base its decisions and provide the necessary resources for the organization's people and processes to achieve measurable and necessary results, in line with the organization's strategies and plans.

This model, different from what many desire, is not descriptive. It is not a cake recipe, a ready-made solution of how to do things to achieve excellence in business management, on the contrary, it shows only the way, a way of doing it, leaving the how to do it entirely in the hands and intelligence of the organization's leadership.

It is impossible for the organization to find a single way to manage its business, it will always be surrounded by a different solution depending on the complexity of the problem, whether using reengineering techniques, strategic management, total quality management, competency management or others as many and different ways to manage an organization or part of it.

The business management model found and described is the Management Excellence Model® (MEG) which, according to its creator, the National Quality Foundation (FNQ), is based on a set of Fundamental Concepts, internationally recognized, and structured on Criteria and Requirements , which express the synthesis of the understanding of Management Excellence. The Foundations of Excellence translate good practices and performance factors found in leading World Class organizations, which constantly seek to improve and adapt to changes.

The Fundamentals of Excellence essential for an implementation of this model are:

1. Systemic Thinking - Understanding the interdependent relationships between the various components of an organization, as well as between the organization and the external environment.

2. Organizational Learning - Search and reach a new level of knowledge for the organization through perception, reflection, evaluation and sharing of experiences.

3. Culture of innovation - Promotion of an environment favorable to creativity, experimentation and implementation of new ideas that can generate a competitive differential for the organization.

4. Leadership and constancy of purpose - Acting openly, democratically, inspiring and motivating people, aiming at the development of a culture of excellence, the promotion of quality relationships and the protection of the interests of interested parties.

5. Orientation by processes and information - Understanding and segmenting the set of activities and processes of the organization that add value to the interested parties, and the decision making and execution of actions must be based on the measurement and analysis of performance, taking taking into account the available information, in addition to including the risks identified.

6. Vision of the future - Understanding of the factors that affect the organization, its ecosystem and the external environment in the short and long term, aiming at its perpetuation.

7. Value generation - Achieving consistent results, ensuring the organization's longevity by increasing tangible and intangible value in a sustainable manner for all stakeholders.

8. Valuing people - Establishing relationships with people, creating conditions for them to perform professionally and humanely, maximizing their performance through commitment, skills development and space to undertake.

9. Knowledge about the customer and the market - Knowledge and understanding of the customer and the market, aiming at creating value in a sustainable way for the customer and, consequently, generating greater competitiveness in the markets.

10. Development of partnerships - Development of activities in conjunction with other organizations, based on the full use of the core competencies of each one, aiming at benefits for both parties.

11. Social responsibility - Action defined by the organization's ethical and transparent relationship with all audiences