PB LOS - Sample Team Indicatorv3

PB Line-of-Sight Sample Team Indicator
Report 15 Total Respondents
Version 1.0 11/1/2012
Created by: Prana Business LLC
Congratulations! You and your organization have just experienced the PB Line-of-Sight business indicator. This simple and non-intrusive tool is designed to create insights into the most critical blocking and tackling elements that every company must have in place to ensure alignment and strategy execution.
PB Line-of-Sight uses the Keys to Strategy Execution model, which is based on real-world empirical research and in-depth consulting experience that spans two decades. Additionally, the model combines concepts and theories extracted from many of the best strategic thinkers in the past half century. It has been put to work by testing and shaping strategies with thousands of managers across dozens of mid-cap and enterprisesized firms.
In addition, PB Line-of-Sight integrates a cutting-edge assessment and learning approach called ConfidenceBased Marking (CBM). CBM fuses both a persons knowledge of a concept as well as their level of confidence in their knowledge into a more complete and powerful set of responses to each item presented throughout the following report. As each person responded to the items in the questionnaire they were asked to make a choice between four possible statements. As a result, each of their responses was then plotted into one of the four quadrants in the diagram.
PB Line-of-Sight - Sample Team Indicator
Strategic Understanding 1. I have a good understanding of the company strategy or game plan.
Value
I am confident this statement is accurate I'm somewhat confident this is accurate; I wish I were more confident This statement is NOT accurate I'm really not sure
Count
8 4 1 2
Aligned
Somewhat Aligned
Misaligned
Not Sure
2. My immediate team has a good understanding of the company's strategy or game plan.
Value
Count
3 7 0 5
3. The leadership in our company feels it's important for all employees to have an understanding of the strategy.
Value
Count
3 10 1 1
Aligned
Somewhat Aligned
Misaligned
Not Sure
4. Understanding our company's strategy helps team members perform their jobs better.
Value
Count
11 1 1 2
5. Team members feel a greater sense of purpose when they understand the companys strategy and how they contribute to its successful execution.
Value
Count
12 1 0 2
Aligned
Somewhat Aligned
Misaligned
Not Sure
6. My immediate team members know who our main competitors are and how we differentiate from them.
Value
Count
4 7 3 1
Quick Scan Analysis

Positive Impact & Potential Risks: Strategic Understanding
The data in this section shows that most team members believe that an understanding of the business units strategy is important and helps individuals perform their jobs more effectively. Although the data doesnt point to misalignment necessarily, there could be work done to shore up the scores to ensure more responses in the Aligned rating selection. Some of the scores indicate that team members may hesitate to make decisions and may at times feel confused about priorities. Improving an understanding of competitors may help team members position the company differently, which could increase sales and profitability.
Aligned Somewhat Aligned Misaligned Not Sure
Considerations: What are the implications of these scores for the team? If team members were more certain about their knowledge of the strategy and competitors, could that lead to improved performance? What are some steps that could be taken to bolster the scores in this section?
Leadership 7. The leadership at all levels in our company has sufficient credibility with employees to lead the execution of strategy.
Value
Count
5 10 0 0
Aligned
Somewhat Aligned
Misaligned
Not Sure
8. The leaders at all levels in our company help to prepare and move employees through change as needed.
Value
Count
5 8 1 1
9. Leaders continually communicate the company strategy in a clear, meaningful, and actionable way.
Value
Count
2 9 4 0
Aligned
Somewhat Aligned
Misaligned
Not Sure
Quick Scan Analysis

Positive Impact & Potential Risks: Leadership
Leadership capability is one of the most valuable intangible assets within a Company. Research shows that investors pay a premium for strong leadership because its a powerful leading indicator to financial performance. The data in this section reveals that team members feel that leaders could boost their capacity to move their organization through change, which may strengthen their credibility. Strategy is not a static element and effective execution hinges on the business units ability to adjust as needed. Additionally, scores depict the need for more effective communication of strategy. A lack of communication of strategy can lead to cynicism, which can lead to a team culture of compliance versus a culture of commitment.
Considerations: What are the implications of these scores on the team or business? If team members perceive the leadership as lacking a strong level of change management ability how might that impact the Company in the future? What are some steps that can be taken to improve in these areas?
Balanced Metrics 10. Our immediate team uses other measurements in addition to financial metrics to monitor performance.
Value
Count
10 5 0 0
Aligned
Somewhat Aligned
Misaligned
Not Sure
11. Our key performance indicators help team members stay focused on delivering unique customer value.
Value
Count
1 10 2 2
10
12. Managers create and link budgets to our company's overall strategy. In other words, budgets help them make decisions that support strategy.
Value
Count
6 7 0 2
Aligned
Somewhat Aligned
Misaligned
Not Sure
13. My immediate team has an awareness of and access to measurements and metrics that help them perform their jobs better.
Value
Count
2 10 3 0
11
Quick Scan Analysis

Positive Impact & Potential Risks: Balanced Metrics
Every day team members come to work and have a list of tasks they can choose to complete. Effective measurements, key performance indicators, and individual goals can help team members make choices about the most important tasks that relate to differentiating the Company.
Aligned Somewhat Aligned Misaligned
Not Sure The overall scores in this section are solidly placed in the Somewhat Aligned area. The data points to areas where improvement can occur and have an impact on the teams performance. Some team members arent confident the business unit uses metrics and KPIs effectively. There is also an indication that budgets could potentially be aligned more closely with the companys game plan and perhaps individual goals and KPIs could link more closely to customer value. Having a clear strategy helps managers and team members make choices about where to skew capital allocations as well as their time so the company can continue to create competitive advantage.
Considerations: How might these scores be impacting the company? What can be done to improve these scores and ratchet up alignment even more in this section? 12
Activities & Structure 14. Managers use our company's strategy as a tool for helping team members stay focused on the critical few tasks that bring the most value to the company.
Value
Count
4 9 1 1
Aligned
Somewhat Aligned
Misaligned
Not Sure
15. We use our knowledge of the company's strategy to help prioritize our daily activity and task list.
Value
Count
1 8 2 4
13
16. Our company's organization chart and structure support the strategy.
Value
Count
6 4 2 3
Aligned
Somewhat Aligned
Misaligned
Not Sure
17. My immediate team members understand how their efforts, decisions, and actions lead to creating unique customer value.
Value
Count
2 13 0 0
14
Quick Scan Analysis

Positive Impact & Potential Risks: Activities & Structure
Activities including tasks and projects are the basic units of competitive advantage. When team members know how their daily tasks contribute to customer value this can help create a deeper sense of individual meaning and purpose. Team members responses reveal that work needs to be done in this area. The scores depict that improvements should be made to enhance effectiveness by using strategy as a tool for prioritizing activities and projects. When individuals have a clear understanding of the companys game plan it provides a solid context for them to make choices about what to do and what not to do. The essence of strategy lies in choosing what not to do. Michael Porter
Considerations: Could improvements in this area help create a more productive and effectual team? What steps can or should be taken?
15
Human Capital Growth 18. We receive training which enables us to perform activities that contribute to effective execution of our company's strategy.
Value
Count
1 1 12 1
Aligned
Somewhat Aligned
Misaligned
Not Sure
19. We continuously share knowledge and ideas that help create unique customer value and contribute to our company's strategy.
Value
Count
3 11 1 0
16
20. Our company attracts and retains team members with the talent and skills needed to create competitive advantage.
Value
Count
5 8 1 1
Aligned
Somewhat Aligned
Misaligned
Not Sure
17
Quick Scan Analysis

Positive Impact & Potential Risks: Human Capital Growth
Oftentimes organizations provide training and development programs based on the latest fad rather than on what makes the company different. The Somewhat Aligned and Misaligned scores in this section indicate the companys employee development and knowledge sharing efforts need more focus around strategy. Full Aligned scores would be ideal. Its vital that organizations grow their human capital in the areas that help shape competitive advantage.
Considerations: What are the implications of these scores to the business overall? What are the priority steps that can be taken to bolster these scores? 18
Market Discipline 21. Our company creates value for customers in many ways but our core strategy is built around...
Value
Operational excellence leading to lowest price for our products and services. Product leadership by continuously updating products and services to keep them on the cutting edge. Customer intimacy, i.e., customizing our products and services to meet each customer's unique needs. Don't know.
Count
3 3 8 1
Percent
20.0% 20.0% 53.3% 6.7%
22. I would characterize my level of certainty in my response to the previous question as...
Value
Very Certain Somewhat Certain Not Certain
Count
8 5 2
Percent
53.3% 33.3% 13.3%
19
23. Our company's internal processes...

Value
Enable the experimentation and creation of new products or services. Are loose and flexible to make us responsive to each customer's unique requirements. Are standardized, simplified, tightly controlled and centrally planned. Don't know.
Count
3 9 2 1
Percent
20.0% 60.0% 13.3% 6.7%
Value
Count
5 7 3
Percent
33.3% 46.7% 20.0%
20
25. The structure of our company...

Value
Helps divide work into simple and repetitive tasks. Imposes few constraints to stimulate creativity. Is driven by our customer's unique needs and demands. Don't know.
Count
0 3 12 0
Percent
0.0% 20.0% 80.0% 0.0%
Value
Count
7 6 2
Percent
46.7% 40.0% 13.3%
21
27. The corporate culture of our company...

Value
Encourages individual imagination and risk-taking. Ensures a mindset driven by the desire to create the future. Ensures a mindset of meeting our customer's specific needs. Thrives on long lasting customer relationships. Ensures a mindset of optimization and discipline. Leaves few decisions to front-line employees. Don't know.
Count Percent
2 11 1 1 13.3% 73.3% 6.7% 6.7%
Value
Count
8 6 1
Percent
53.3% 40.0% 6.7%
22
Positive Impact & Potential Risks: Market Discipline

Organizations need to deliver reasonably and adequately on many areas of customer value such as innovation, customization, lowcost, etc. However, attempting to be great or differentiate in too many types of customer value can be disastrous. Why? Because different types of customer value can require completely different sets of activities that team members must choose to perform. Different activities require different skills and abilities as well. Many of those activities can be in conflict with each other. Trade-offs must be made by team members. When prioritizing activities, team members need a consistent strategy to serve as the framework for decision making and choosing important trade-offs. Without a clear value proposition at the center of strategy team members dont have a consistent foundation and often choose incompatible activities. This can drive ineffectiveness in the value chain that ultimately leads to economic inefficiencies. For example: a vice president of sales might be pushing his or her team to emphasize that their company can be flexible and customize the product or service. At the same time, a vice president of operations might be stressing the importance of lean manufacturing and process optimization as to limit variations and inconsistencies in their product or service. Those two vice presidents may actually be limiting the company by emphasizing incompatible activities. Flexibility and customization require variation. Process optimization removes variation.
23
Operational Excellence Product or Service Innovation Customer Intimacy Don't Know Very Certain Somewhat Certain Not Certain
In the report, there is actually a good level of consistency and consensus in the responses across the team regarding the customer value proposition. In this case the majority selected Customer Intimacy as the differentiating value proposition. However, work should be done to ensure complete consensus and alignment with regards to the value proposition. Additionally, there are quite a few responses that show respondents arent fully certain of their selections. This could potentially mean the value proposition is implied in the team, business culture, and tone of the workplace but that it isnt articulated often from the Leaders. More consistent communication of strategy, including the customer value proposition, may raise the level confidence that everyone in the business unit is rowing the boat in the same direction. Considerations: What are the implications of these responses to the team and business unit? Would the organization benefit by communicating the customer value proposition to team members more frequently? What can the team do to help unify and align the business around a common approach towards creating customer value?
24

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PB Line-of-Sight Sample Team Indicator

Report 15 Total Respondents

Version 1.0 11/1/2012

Created by: Prana Business LLC

PB Line-of-Sight - Sample Team Indicator

Quick Scan Analysis

Aligned Somewhat Aligned Misaligned Not Sure

Quick Scan Analysis

Aligned Somewhat Aligned Misaligned Not Sure

Quick Scan Analysis

Aligned Somewhat Aligned Misaligned

Quick Scan Analysis

Aligned Somewhat Aligned Misaligned Not Sure

Quick Scan Analysis

Aligned Somewhat Aligned Misaligned Not Sure

23. Our company's internal processes...

25. The structure of our company...

27. The corporate culture of our company...

Positive Impact & Potential Risks: Market Discipline

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