INTERNAL ASSESSMENT In our business, maintaining the status quo is a...
...formula for success.
...formula for disaster.
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Short term (less than five years) continuity, succession planning/exit strategy?
All set.
Huge Problem.
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Long term (more than five years) continuity?
Who cares?
Very Important.
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Rate of business growth:
More than satisfactory.
Poor.
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Expected future growth will be:
All in existing Markets.
Heavy in New Markets.
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When thinking about the future of our company, I feel...
Optimistic.
Worried.
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Performance to budget:
We nail it.
What's a budget?
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Our people have job descriptions and know what is expected of them.
Everyone.
None.
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We conduct performance appraisals.
Like clockwork.
Never.
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We understand our costs and key performance measures.
Very well - or this is not important.
Not well enough and very important.
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We are under constant price pressure
False.
True.
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Our organization's overall morale:
Great.
Poor.
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Concerning marketing, branding, and positioning, we are:
All set.
Don't ask.
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Sales planning and forecasting are...
...well managed.
...poorly managed.
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Concerning technology compared to our competitors:
No issue or leading edge.
We are way behind.
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Sales management and selling effectiveness:
Well managed.
Poorly managed.
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How important are design and innovation to future growth?
Minor
Major
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EXTERNAL ASSESSMENT Competition:
Few, easily identified.
Many, some unknown.
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The sales process (from introduction to possible client):
Short, simple and direct.
Long and difficult.
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Our market:
Fixed with simple segmentation.
Complicated with high segmentation.
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Government regulations:
Few or stable.
Many and changing.
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Public visibility of our industry:
Largely ignored.
Closely watched by special interests.
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Dependent on global economy:
Low (mostly domestic)
High
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VOLATILITY Market opportunities...
...decreased in the past 3 years.
...increased in the past 3 years.
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Technology impact:
Predictable
Unpredictable
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Behavior of Key Competitors:
None or live and let live.
Hostile
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Susceptibility to macro market forces (cycles, currency, tariffs):
Low
High
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Potential for major disruptions in the next 5 years:
Low
High
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CAPABILITY The leaders of our business are focused on...
...firefighting.
...the long term.
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We have an effective planning process.
False
True
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The leaders in our business routinely challenge their assumptions about the future.
False
True
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Our budget is driven by our strategic goals:
We don't have strategic goals.
Yep.
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We are familiar with the priniples of Change Management.
Not at all.
Intimately
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Management routinely meets to work ON the business and plans the future.
Never
Weekly
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Our management is highly trained in how to set strategy and meet goals.
Are you kidding?
All Harvard MBAs.
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We augment inside talent with outside planning resources.
False
True
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Availability of useful operating data to effectively analyze current condition:
Low
High
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Availability of useful marketing data to effectively predict the future condition:
Low
High
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We have a formal process of innovation.
No sir.
Yes or not applicable.
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We routinely investigate new technologies.
No sir.
Yes or not applicable.
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Management is accoutable to an outside board of advisors or directors.
Little
Great
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Time spent with customers understanding their needs, not selling them.
Little
Great
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Management has a detailed and well-defined strategy for replacing itself.
False or Don't Know
True
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The organization is aware of how its corporate culture affects behavior, perceptions and beliefs.
Not at all
Very aware
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Cross-training has been completed and is standard procedure for most key positions and functions.
False
True
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Management insists we increase or update our knowledge and skills in our areas of expertise.
Not at all
Whenever necessary
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