Investigating the new EFQM Model in the context of organizational priorities for sustainable excellence

Purpose The paper reflects on current literature findings regarding business excellence models and investigates sustainability and resilience as emerging organizational priorities in the context of the 4th Industrial Revolution. These priorities are examined in the frame of the new version of one of the most popular business excellence models, which is the EFQM Model 2025 for sustainable excellence. Design/methodology/approach The paper uses a structured three step approach (philosophical and theoretical review, comparative alignment mapping, conceptual synthesis and evaluation) to investigate resilience and sustainability as cornerstones for sustainable excellence. Findings The EFQM Model 2025 expands its role beyond self-assessment and quality management, evolving into a comprehensive business model guided by sustainability and resilience. The revised EFQM Model is better aligned than its previous versions, with the requirements for success, namely, responsible business practice, the time-independent but also multiple perspectives of customers, readiness for disruption, organizational learning, teamwork and external collaboration. While it could be enhanced with specific guidelines for Industry 4.0 technologies and deal with certain challenges, the model effectively supports organizations in meeting ESG requirements. It fosters agility, strengthens quality culture and enables the creation of sustainable value for all stakeholders. This transformation positions the EFQM Model not only as a framework for excellence but also as a strategic tool for navigating complexity and driving long-term impact. Originality/value The paper investigates the notions of resilience and sustainability and their relation to (sustainable) excellence within the framework of the EFQM Model 2025 and in the context of the 4th Industrial Revolution.