#criticalfew Organization Performance and Value Assessment

Introduction

Most business owners at times feel overwhelmed and overworked with all of the urgent and important things they have to do in and for their business. This assessment helps you to focus on your #criticalfew improvement actions so you might enjoy greater business success.

There are six levers you can pull to support your people to deliver the strategic objectives and serve your customers.

Where should we spend our limited time to maximize the Organization Performance and Value outcomes? Inherently, we already know, but deciphering which of 70 factors, amongst all our other priorities, is the key.

Take this opportunity to reflect on the major levers in your organization to help you target your next #criticalfew actions to improve.

Please provide your details so we can send your #criticalfew Assessment. (All information is kept confidential.)

Vision & Strategy

An organization’s Strategy & Vision can define its: Why, future destination, mission, goals, areas of operation, beliefs and core values. It should also consider the organization’s legal & financial structure, and the exit strategy for the organization’s owners. These provide guidance when making key decisions.

The Vision, Strategy, and Plans are used to communicate to all of the management team (and in some organizations, the Board, all staff, and investors), the organization direction and management’s role in delivering the plan.

A Strategy is typically supported by an Annual Business Plan, Budget and other plans:

1. Rate the quality and effectiveness of your organization's Vision and Strategy
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known
2. Vision. State your vision in less than 100 words. In three to five years, we will be celebrating that our organisation is:
Build Revenue

There are three streams to Build Revenue:

Building Revenue – Marketing – Create Demand is all about creating demand for your products and services. It includes your: Marketing Strategy & Plan, The Brand & Identity, Market Research, and Customer Profiles & Segments.

3. Rate the quality and effectiveness of your organization's Marketing capability?
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known

Building Revenue – Grow Product / Service Delivery is all about having the right product/service/pricing. It includes your: Capability Development Plan, Product & Service Development Planning, Pricing and, Site Selection & Set-up processes.

4. Rate the quality and effectiveness of your organization's ability to Grow Product and Service Delivery?
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known

Building Revenue – Grow Sales is all about understanding your: Customer Profiles, Needs & Wants, Customer Experience, Sales & Service Strategies, Up-selling, Cross-selling & On-selling and, our Product & Service Availability

5. Rate the quality and effectiveness of your organization's ability to grow and close sales?
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known
Deliver Profitability

There are two streams to Deliver Profitability:

Deliver Profitability – Deliver Gross Profit is all about: Product / Service Costing, Supplier Selection & Review, Supply Chain Management, our Manufacture, Distribute, Trading & Service processes, and, Continuous Improvement.

6. Rate the quality and effectiveness of your organization's capability to deliver Gross Profit:
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known

Deliver Profitability – Retain Net Profit is all about getting the best return for your expenditure: Operations, HR & Payroll, Support & Training, Premises, Marketing & Selling, Information Technology, General Administration, Finance & Borrowing, and, Taxation costs & regulatory costs.

7. Rate the quality and effectiveness of your organization's ability to Retain Net Profits:
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known
Support People Performance

There are two streams to Support People Performance in the organization:

Support People Performance – Organization Leadership and Support requires that we consider the: Organization Leadership Team, Human Resources Plan, Organization Support Team Training, Organization Culture, Organization & Support Staff and, our Organization Communication.

8. Rate the quality and effectiveness of your organization's Leadership and Support
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known

Support People Performance – Optimizing Team Performance requires a: Staff Recruitment process, Staff Induction & Operations Training program, Product / Service Training, Operations Systems & Processes, Mentoring & Development Program, an Accountability & Performance Management process, a Recognition & Rewards process, Defined Career Pathways and, Regular Team Communication.

9. Rate the quality and effectiveness of your organization's ability to Optimise Team Performance:
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known
Drive Asset Returns

There are two streams to Drive Asset Returns:

Drive Asset Returns – Improve Organization Value through improving the: Strength of our Brand, Intellectual Property, Operational Documentation & Policies, Organization Model Innovation, Contingency Planning & Risk Management, Organization & Legal Structure, and, Legal Compliance processes.

10. Rate the quality and effectiveness of your organization's ability to Improve Organization Value:
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known

Drive Asset Returns – Improve Asset Utilization through improving: your ability to optimize your Working Capital (including Cash, Debtor, Inventory & Creditor Management), Information Technology,  Facilities Management and access sufficient and appropriate Growth Finance.

11. Rate the quality and effectiveness of your organization's ability to Improve Asset Utilization
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known
Develop Organization Learning

This is all about Measuring and Managing Organization Performance

Develop and Learn – Measure and Manage the Organization The organization is trying to teach us something every day. Are we listening to our: Budget & Track Performance process, Annual organization, business unit plans & budgets, Management Information, our Group, Function, Unit, Product, Service KPIs and, do we then annually Reflect and Re-Plan?

12. Rate the quality and effectiveness of your organization's ability to Measure and Manage it.
Does not exist and we should have it Is partially in place or partially in use Is in place, is being used, but needs work Is in place, is being used, and is mostly current Is always used and is “best in the industry” N/A or Not Known
Set Priorities
* 13. On a scale of 1 (Low) to 10 (High), how likely is it that you would recommend your organization to a friend or colleague as:
1 2 3 4 5 6 7 8 9 10
An employer?
A provider of goods and / or services?
An investment opportunity?
Priorities

Making sustainable improvements to an organization requires focused, intense effort.
Select your #criticalfew Priorities (two) to focus on that will have the maximum impact on improving your organization over the next six months.

* 14. Priority 1.
15. Priority 1. Actions.
What will be the three or four steps you will undertake to improve this?
* 16. Priority 2.
17. Priority 2. Actions.
What will be the three or four steps you will undertake to improve this?
Receiving your #criticalfew Assessment
* 18.Please provide your details so we can send your #criticalfew Assessment.
(All information is kept confidential.)
About your organization.
19. Approximately how many people does your organization employ?
20. Estimate of the organization turnover for the last financial year?
21. What industry does your organization operate in?
* 22. Would you like a gentle reminder and some improvement suggestions in your inbox to help you stay focused on your #criticalfew?
Thank You
23. Any feedback you would like to offer us?
24. If you would like others to use this Assessment, please invite them:

 

Or if you prefer, copy and paste the following text into an email to your colleagues:

Hi there, I’ve just done this interesting and quick Organization Performance & Value Assessment of my business and I thought you might benefit from doing the same. Just go to https://criticalfew.com.au/assessment/?source=OPVAREF before it expires.

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