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CREATING CUSTOMER VALUE PROVEN BEST PRACTICES “How to eliminate the Big Three Enterprise-Wide Failure Issues” -The
CREATING CUSTOMER VALUE PROVEN BEST PRACTICES “How to eliminate the Big Three Enterprise-Wide Failure Issues” -The
CREATING CUSTOMER VALUE PROVEN BEST PRACTICES
CREATING CUSTOMER VALUE
PROVEN BEST PRACTICES

“How to eliminate the Big Three Enterprise-Wide Failure Issues” -The Systems Thinking Approach™

Instructions: Read this page and fill in the blanks below. 1. Today’s date: ____________________________ 2. Organization:
Instructions: Read this page and fill in the blanks below.
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2.
Organization: ____________________________
3.
Do not ponder over the questions answer with your first
instinct.
4.
Return confidentially and anonymously
to:
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at:
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by:
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Your scores will be used to tally the averages for each
question. Your name will not be identified. However, if
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A.
Senior Management
Middle Management
First Line Management
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ICCV:9.20.2006
www.HainesCentreAssessments.com • 1420 Monitor Road • San Diego • California • 92110-1545 • 619-275-6528 • Fax 619-275-0324 • info@HainesCentreAssessments.com

HAINES

CENTRE

ASSESSMENTS

Big Three Failure Issue #1 (Piece-Meal Approach)

No

A Little

Some

Mostly

Yes

Comments

  • I. Strategic Management System - used to run the company

 
  • 1. Is environmental scanning a formal accountability system with quarterly or semi-annual strategic reviews in order to drive creative change?

  • 1 3

2

4

5

   
  • 2. Is a Strategic Plan developed with four shared documents: a vision, values, core strategies and annual priorities?

  • 1 3

2

4

5

 
  • 3. Do you have clear and unique positioning in the marketplace vs. the competition in the eyes of the customer?

  • 1 3

2

4

5

 
  • 4. Are outcome measures of success/goals set and tracked, including customer – employee – financial – key operational?

  • 1 3

2

4

5

 
  • 5. Do all departments, based on shared core strategies, develop annual plans?

  • 1 3

2

4

5

 
  • 6. Are yearly budgets focused on future priorities with both specific cuts and increases in funding occurring simultaneously?

  • 1 3

2

4

5

 
  • 7. Are Strategic Plans implemented effectively overall and results achieved?

  • 1 3

2

4

5

 
  • 8. Is the Systems Thinking language taught throughout the organization as a new/better way to think, learn, simplify and achieve results?

  • 1 3

2

4

5

 
  • 9. Does an overall Change Leadership Steering Committee meet quarterly (or more frequently) with adequate support staff coordination?

  • 1 3

2

4

5

 
  • 10. Is an independent strategic audit and an Annual Strategic Review (and update) conducted each year prior to budgeting?

  • 1 3

2

4

5

 
  • 11. Are three-year Business Plans in place for all Lines of Business (LOB's/SBU's) as well as all Major Support Departments?

  • 1 3

2

4

5

 
 

SECTION I AVERAGE (score / 11) =

 
 

Big Three Failure Issue #2 (Missing Culture Attunement)

 

II. People System as a Competitive Advantage-Attunement of People’s Hearts & Minds

 
  • 12. Is an "Executive/Employee Development Board" in place to coordinate your People/HR initiatives?

  • 1 3

2

4

5

   
  • 13. Is a "Strategic People/HR Plan" developed and in place?

 
  • 1 3

2

4

5

 
  • 14. Are core competencies defined and specific plans in place to develop and maintain them?

  • 1 3

2

4

5

 
  • 15. Is your #1 core competency for all management jobs to increase the range/depth of leadership/management skills—with a succession program and Individual Development Plans (IDP's)?

  • 1 3

2

4

5

 
  • 16. Is there a Corporate University, 360º feedback assessments and a knowledge transfer process in place to create a real learning organization?

  • 1 3

2

4

5

 
  • 17. Do all employees have the information, equipment, training and career development plans in place to succeed in their jobs while ensuring core competencies are developed and maintained?

  • 1 3

2

4

5

 

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Page 2

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ICCV:9.20.2006 ISTL:9.20.2006

www.HainesCentreAssessments.com 1420 Monitor Road San Diego California 92110-1545 619-275-6528 Fax 619-275-0324 info@HainesCentreAssessments.com

 

HAINES

CENTRE

ASSESSMENTS

 

Big Three Failure Issue #2 (Missing Culture Attunement) - Continuation

No

A Little

Some

Mostly

Yes

Comments

 
  • 18. Does the organization have a positive team and customer-focused, results-oriented work culture that "walks the talk" about its Core Values?

  • 1 3

2

4

5

 
  • 19. Do all levels of the organization have an effective Performance Management Process in place?

  • 1 3

2

4

5

 
  • 20. Is total compensation (i.e., incentive programs, pay, benefits and recognition systems) tied effectively to your Strategic Plan (especially to your measurable goals, strategies and values)?

  • 1 3

2

4

5

 
  • 21. Is employee involvement, empowerment, delegation and participative management the normal way in which you operate?

  • 1 3

2

4

5

 
  • 22. Is internal communications and feedback frequent and meaningful throughout the organization (up/down, cross-functional)?

  • 1 3

2

4

5

 
   

SECTION II AVERAGE (score / 11) =

   

Big Three Failure Issue #3 (Missing Economic Alignment)

 

III. Customer Delivery System—"Alignment" of Delivery to the Customer

   
  • 23. Has a "Business Assessment and Redesign" been conducted to ensure watertight integrity and fit of all parts, processes and people in support of the Strategic Plan?

  • 1 3

2

4

5

 
  • 24. Is Continuous Improvement part of the culture with specific quality process improvement teams/projects in place?

  • 1 3

2

4

5

 
  • 25. Is a value-chain management process/project underway to tie customer and supplier together?

  • 1 3

2

4

5

 
  • 26. Are cross-functional teams trained, built and effective in supporting customer delivery?

  • 1 3

2

4

5

 
  • 27. Is customer research and measurement ongoing?

 
  • 1 3

2

4

5

 
  • 28. Do you have up-to-date communications technology in place (including Intranet, EDI, digital lines, customer data base, etc.) and successfully supporting the entire firm?

  • 1 3

2

4

5

 
  • 29. Are effective strategic marketing and sales management processes in place?

  • 1 3

2

4

5

 
  • 30. Are clear and effective distribution channels established (including e-commerce)?

  • 1 3

2

4

5

 
  • 31. Are new products and services developed on a regular basis with sales/margin goals set for the first two years?

  • 1 3

2

4

5

 
  • 32. Are department customer service standards and a "customer recovery strategy" in place for each department?

  • 1 3

2

4

5

 
  • 33. Do we display convenience, responsiveness and flexibility as keys to customer satisfaction?

  • 1 3

2

4

5

 
   

SECTION III AVERAGE (score / 11) =

   

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Page 3

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ICCV:9.20.2006 ISTL:9.20.2006

www.HainesCentreAssessments.com 1420 Monitor Road San Diego California 92110-1545 619-275-6528 Fax 619-275-0324 info@HainesCentreAssessments.com

 

HAINES

CENTRE

ASSESSMENTS

CREATING CUSTOMER VALUE BEST PRACTICES RESEARCH
CREATING CUSTOMER VALUE
BEST PRACTICES RESEARCH

SCORE SHEET

 

SCORING

Total Score

Average

I.

Strategic Management System - used to run the company

/ 11 =

 

II.

People System as a Competitive Advantage-Attunement

/ 11 =

 

III.

Customer Delivery System—"Alignment" of Delivery to the Customer

/ 11 =

 

Overall Total Score

/ 33 =

 

Circle where you fit in A-D:

  • A. Doing excellent in Proven Best Practices – No Big 3 Failures, congratulations, keep it up!

132-165

points

  • B. Doing average in Proven Best Practices – Watch for Failures, but need continuous improvement.

115-131

points

  • C. An important need for improvement in Proven Best Practices – Big 3 Failures are present, get a game plan and get it going now!

82-114

points

D.

67-82

points

A critical need for improvement in Proven Best Practices – Overhaul your organization immediately.

  • E. A failure in Proven Best Practices on creating Customer Value-Shame on you.

33-66

points

Action Plan: Big Three Failures

#1. Where did we score our greatest improvement needs in Strategic Management?

How to begin improving

Lead?

When

       
       
 

#2. Where did we score our greatest improvement needs in Cultural Attunement?

How to begin improving

Lead?

When

       
       
 

#3. Where did we score our greatest improvement needs in Economic Alignment?

How to begin improving

Lead?

When

       
       

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ICCV:9.20.2006 ISTL:9.20.2006

www.HainesCentreAssessments.com 1420 Monitor Road San Diego California 92110-1545 619-275-6528 Fax 619-275-0324 info@HainesCentreAssessments.com