PB LOS - Sample Individual Indicatorv3

PB Line-of-Sight Sample Individual Indicator
Report One Response
Version 1.0 11/9/2012
Created by: Prana Business LLC
Copyright 2012 Prana Business LLC - All Rights Reserved
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 Individual 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
Aligned
Somewhat Aligned
Misaligned
Not Sure
2. My immediate team has a good understanding of the company's strategy or game plan.
Value
3. The leadership in our company feels it's important for all employees to have an understanding of the strategy.
Value
Aligned
Somewhat Aligned
Misaligned
Not Sure
4. Understanding our company's strategy helps team members perform their jobs better.
Value
5. Team members feel a greater sense of purpose when they understand the companys strategy and how they contribute to its successful execution.
Value
Aligned
Somewhat Aligned
Misaligned
Not Sure
6. My immediate team members know who our main competitors are and how we differentiate from them.
Value
Snapshot: Strategic Understanding
Aligned
70% of CEO failures come not as a result of poor strategy, but of poor execution. - Fortune
Somewhat Aligned Misaligned Not Sure
Considerations: What are the implications of these scores for you and your immediate team? How would others on your team respond to these important items? The PB Line-of-Sight Team or Enterprise Indicator can help you find out.
Leadership 7. The leadership at all levels in our company has sufficient credibility with employees to lead the execution of strategy.
Value
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
9. Leaders continually communicate the company strategy in a clear, meaningful, and actionable way.
Value
Aligned
Somewhat Aligned
Misaligned
Not Sure
Snapshot: 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.
Aligned Somewhat Aligned Misaligned Not Sure
Balanced Metrics 10. Our company uses other measurements in addition to financial metrics to monitor performance.
Value
Aligned
Somewhat Aligned
Misaligned
Not Sure
11. Our key performance indicators help team members stay focused on delivering unique customer value.
Value
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
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
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 0
11
Snapshot: 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.
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
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
13
16. Our company's organization chart and structure support the strategy.
Value
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
14
Snapshot: 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. The essence of strategy lies in choosing what not to do. Michael Porter
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
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
16
20. Our company attracts and retains team members with the talent and skills needed to create competitive advantage.
Value
Aligned
Somewhat Aligned
Misaligned
Not Sure
17
Snapshot: Human Capital Growth
Oftentimes organizations provide training and development programs based on the latest fad rather than on what makes the company different.
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.
22. I would characterize my level of certainty in my response to the previous question as...
Value
Very Certain Somewhat Certain Not Certain
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.
Value
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.
Value
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.
Value
22
Operational Excellence Product or Service Innovation Customer Intimacy Don't Know Very Certain Somewhat Certain Not Certain
Snapshot: Market Discipline

Organizations need to deliver reasonably and adequately on many areas of customer value such as innovation, customization, low-cost, 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 tradeoffs. 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. Considerations:
What are the implications of these scores for you and your immediate team? How would others on your team respond to these important items? The PB Line-of-Sight Team or Enterprise Indicator can help you find out.
23

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PB Line-of-Sight Sample Individual Indicator

Report One Response

Version 1.0 11/9/2012

Created by: Prana Business LLC

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

PB Line-of-Sight - Sample Individual Indicator

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Snapshot: Strategic Understanding

Somewhat Aligned Misaligned Not Sure

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Aligned Somewhat Aligned Misaligned Not Sure

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Snapshot: Balanced Metrics

Aligned Somewhat Aligned Misaligned Not Sure

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Snapshot: Activities & Structure

Aligned Somewhat Aligned Misaligned Not Sure

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

Snapshot: Human Capital Growth

Aligned Somewhat Aligned Misaligned Not Sure

Copyright 2012 Prana Business LLC - All Rights Reserved

Copyright 2012 Prana Business LLC - All Rights Reserved

23. Our company's internal processes...

Copyright 2012 Prana Business LLC - All Rights Reserved

25. The structure of our company...

Copyright 2012 Prana Business LLC - All Rights Reserved

27. The corporate culture of our company...

Copyright 2012 Prana Business LLC - All Rights Reserved

Snapshot: Market Discipline

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