"Moving at eye level with the best".
The older generation of managers can still remember this: with an officer's career in the Swiss army, almost all career doors were open in the private sector. That changed a lot later on; a military career tended to stand in the way of a business career because of the long periods of service. However, the fact that higher cadre training in the army can also be useful in civilian life has been more widely recognised for some time now.
Dhe Armed Forces Higher Cadre Training (HKA) is the centre of excellence for leadership training and military science research and provides its services mainly for the Armed Forces. This is done in partnership with the other sponsors of the National Security Cooperation (blue-light organisations) as well as civilian educational organisations. The Higher Cadre Training of the Armed Forces includes the Central School (ZS) in Lucerne and Berne, the General Staff School (GST S) in Kriens, the Military Academy (MILAK) at the ETH Zurich in Birmensdorf and the Professional NCO School (BUSA) in Herisau as well as the Staff Operational Training (Op S) in Berne. The PCA is headed by Divisional Commander Philippe Rebord. The orientation towards the EFQM management model was introduced at the HKA in 2005 and, following the awards and "Recognized for Excellence 5 star" (2016), reached a further milestone with the final participation for the ESPRIX Swiss Award for Excellence.
Mr. Rebord, what made you decide to apply for the ESPRIX Swiss Award for Excellence?
Before I took over the command at the Higher Cadre Training in January 2014, I had already gained experience with various quality management systems. It was always clear to me that I wanted to continue on the path of excellence and to develop the HKA continuously with a policy of small steps. After various assessments within the framework of Recognized for Excellence, the decision then matured to face the competition within the framework of the ESPRIX Swiss Awards for Excellence 2016.
What does the term "business excellence" mean to you - in general terms?
For me, "business excellence" means that an organization or a company can move on a par with the best on a national as well as on an international level.
Now, the HKA is, as it were, a "state" organisation that moves away from market economy criteria. To what extent is "business" more like "administration" here?
Like everywhere else, customers are the reason for the existence of a company, and this is naturally also the case at HKA. The model guides us to continuously assess current and future requirements and to align our courses and processes accordingly. For this reason, we are very customer-oriented. The budget in administration replaces the market, so the starting position in business and administration is largely comparable.
In its core area, HKA has a monopoly position; competition as a quality driver is largely absent. Why does a monopoly organization nevertheless have to carry out continuous improvement processes?
The demands and expectations of employers and participants have made it necessary to make today's militia cadre training shorter, more flexible and more efficient. The Excellence Model guides us to think integrally and to consider the needs of all stakeholders. This encourages creativity and supports us in achieving our vision and future prospects. The aim is to provide participants in courses and seminars with up-to-date, high-quality leadership training that prepares them for their future role as supervisors and enables them to put this into practice.
Where did you first come into contact with the EFQM model and what prompted you to implement it at HKA?
As a centre of excellence for leadership training, HKA committed itself to comprehensive quality and thus to the EFQM model as early as 2004. The aim is to offer course participants high-quality training. Graduates should be able to gain leadership experience under difficult conditions and time pressure, and then apply it in their civilian workplace.
Looking back, what were the biggest challenges during implementation and how did you overcome them?
One of the key success factors is the involvement of all management levels and employees. A good understanding of the medium-term orientation and the overriding objectives is the basis for the successful development of a culture of excellence and the achievement of ambitious goals. To ensure this, managers and employees have been continuously trained and sensitized for years.
To what extent does a hierarchical military organisation facilitate or impede the implementation of EFQM?
Successful military leadership requires intensive involvement and independent work within guidelines at all levels, known to us as mission tactics. Military leadership processes are designed accordingly. These principles and values are taught as early as recruit school. With the start of cadre training in NCO school, the leadership principles and processes are systematically taught and applied. This basis has certainly made it easier for us to quickly understand and implement the EFQM Excellence Model top-down.
For a long time, military leadership training was rather frowned upon, but recently it is enjoying more recognition from the civilian side again. To what do you attribute this change? Is it also a result of EFQM?
The Security 2015 study by the Center for Security Studies, ETH Zurich, and the Military Academy at ETH Zurich shows that military leadership training has become more attractive again for young Swiss citizens. How much the PCA and in particular the EFQM model have contributed to this is difficult to judge. What is certain, however, is that with the consistent application of the Excellence Model we can ensure a high quality of training and at the same time meet civilian international quality management requirements.
Our partnerships with Swiss educational institutions (ETH Zurich, HSW Lucerne, etc.) as well as the international network with the award of ECTS credits and civilian certificates increase the attractiveness of military leadership training. In this way, we contribute to the leadership culture of the economy with our training.
You see the renewed EFQM certification as input for further applications in other areas of the Defence Department. As a vision: for the entire armed forces as well?
This is absolutely conceivable, but it is not within the competence and responsibility of the Higher Cadre Training of the Armed Forces. However, we are of course very happy to make our contribution in this regard so that the entire armed forces can benefit from our knowledge and experience.
What are your next priorities for the further development of HKA?
With the application, HKA opens up access to excellent organisations with great experience. We are ready to contribute our strengths and hope for an easy exchange and insight into many good practices. They should give us inspiration for our own development and help us to continuously develop PCA.
