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  2. 2014
  3. November
  4. O
  5. Organizational Capacity to get Results

Organizational Capacity to get Results

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Hello:
You are invited to participate in this survey to generate a current snapshot view of the current capacity of the organization to deliver results.  It will take approximately 20 minutes to complete the questionnaire. It is very important for us to incorporate your opinion in this important assessment. The best way to answer is to read each question, reflect on it briefly without over analyzing it and select the rating that comes to your mind first.

Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.
 
 
Executive team cohesion and alignment:
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
Team members understand each other's differences, priorities and styles
The team meets frequently (weekly) for strategic thinking
The team participates in ongoing (monthly) executive education
The team engages in constructive debates and all members participate
 
 
Relationships: Core Values
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
Our Core Values are discovered and known by all employees
All executives and managers refer back to the Core Values when making HR and business decisions
Stories about employees exhibiting the Core Values are frequently shared and discussed
The company is willing to take a financial loss to adhere to the Core Values
 
 
Relationships: Employee Engagement
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
All employees participate in their daily huddle that lasts less than 15 minutes
Everyone understand the company strategy and priorities and how what they do contribute
Each manager is vested in the well being of his or her direct reports
Goals, metrics and actual results are shared transparently and frequently (weekly)
 
 
Strategy: Core Purpose
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
Our compelling Core Purpose is clear and known by all employees
Our Core Purpose is used regularly to guide our business decisions
The company is willing to take a financial loss in order to adhere with our core Purpose
Our Core Purpose solves or eliminates real customer problems
We have established a BHAG (Big Hairy Audacious Goal) that galvanizes us forward
 
 
Strategy: Core Customer and Core Purpose
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
We have a clear understanding of our Core Customer as a person
All employees are involved in collecting customer data
The insights from customer conversations are shared at the weekly executive team meeting
We have a unique and compelling brand promise consistently delivered to our customers
 
 
Strategy: One PHRASE Strategy
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
We have a clear one phrase Strategy
Everyone in the company can accurately state our one phrase strategy
Our one phrase strategy makes it much easier to make business decisions
 
 
Results: Priorities
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
The Critical Number is identified to move the organization ahead this quarter
3-5 priorities that support the Critical Number are identified and assigned
A quarterly Theme and Celebration that bring the Critical Number to life are announced to all employees
The executive team and middle managers meet quarterly to review past quarter and set priorities for the upcoming quarter
 
 
Results: Data and Metrics
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
Each employee reports on his or her 1 or 2 KPIs weekly
Each employee has one Critical Number that aligns with the company Critical Number
Each individual has 3-5 quarterly priorities that align with those of the company
All executives and managers have a coach (or peer coach) holding them accountable to their commitments
 
 
Results: Communication
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
All teams have a meeting rhythm of daily, weekly monthly and quarterly and annual meetings
Our top leader holds monthly town hall meetings
Scoreboards are up everywhere displaying progress on KPIs and Critical Numbers
Executives and managers have a Start/Stop/Continue conversation with at least one employee weekly
The insights from employee conversations are shared at the weekly executive team meeting
 
 
Cash
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree
We monitor our cash conversion cycle quarterly against a stated target
Our Gross Margins are stable or expanding
Our revenues are growing at the rate of the market or faster
We perform profitability analysis by customer, product, location and channel at least quarterly
We measure our Labor Efficiency Ratio at least quarterly
We generate enough cash from operations to fund out growth internally
 
Thank you for sharing your insight.  Feel free to contact me at [email protected]
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