Reflection_Paper.docx Reflection Paper Bus211 Baldrige Malcolm Baldrige created principles that help tackle issues that a business finds necessary to their bottom line. To better understand the principles and proc
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Reflection_Paper.docx Reflection Paper Bus211 Baldrige Malcolm Baldrige created principles that help tackle issues that a business finds necessary to their bottom line. To better understand the principles and processes, this paper will delve into the nuisance that makes each category essential and how Federal Express embodies these principles. He brought together the guides to help manage innovation, entrepreneurship, customer-driven excellence, integrity, agility, visionary leadership, creating value, and societal responsibility, (Pensights, 2017). Baldrige process believes that no matter the company™s size or the products or services they provide, the process can help them reach goals and obtain better results to improve the company™s product or services, making them more competitive. They are becoming more competitive by ensuring that the company plans, decisions, people, actions, and processes operate succinctly (Pensights, 2017). Managing Innovation Managing innovation is about improving the products and services provided by the company. An excellent example of improving processes through innovation is Federal Express. They have started to use new software that puts packages in the order they should be delivered for the drivers. In the past, the driver would line up their vehicle based on their knowledge of the area. It put the packages in order. It also plans the route to make as many right hands turns as possible, reducing the chances for an accident (Kuo, 2018). Innovation i. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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