Overview:

Gaining Executive direction involves securing insights and collaboration among leadership. When participating in this exercise consider the four fundamental perspectives that impact your organization’s ability to drive growth, vitality, and sustainability.

  1. Customer & Stakeholders: Drive growth and retention among new and existing customers and stakeholders.
  2. Operational Excellence: Improve operations to drive organizational growth and profitability through improved efficiency, productivity, and effectiveness.
  3. People Expertise: Excel at hiring, retaining, and developing a highly skilled, engaged, and productive staff.
  4. Financial Performance: The culmination of your organization’s ability to drive growth with customers and stakeholders, operational excellence, and expertise of staff results in financial performance.

To better gain alignment and clarity supporting your organization’s Executive direction we’ll first spend time with each of these perspectives and explore where your organization has been, where it’s at today, and where you feel it needs to be in the future.

Let’s get started. Simply click on each of the question sets on the left beginning with Customers and Stakeholders.

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Customers and Stakeholders:

Past State: In the past three years what has changed, shifted, or evolved within your organization as it relates to growth of your organization’s customers or stakeholders?

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Current State: On a scale of 1-5 how satisfied are you with the progress your organization has made in the past three years specific to growth of customers or stakeholders?

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Please provided a single, primary reason supporting your level of satisfaction.

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Desired Future State: What should be the future state (three years from now) of your organization as it relates to growth of customers or stakeholders? What would success look like?

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Degree of Shift: What’s the degree (or magnitude) of shift required within the organization to achieve the desired state for customer or stakeholder growth?

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Operational Excellence:

Past State: In the past three years what has changed, shifted, or evolved within your organization as it relates to operational excellence and your organization’s ability to drive growth and profitability through systems and processes?

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Current State: On a scale of 1-5 how satisfied are you with the progress your organization has made in the past three years specific to operational excellence?

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Please provided a single, primary reason supporting your level of satisfaction.

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Desired Future State: What should be the future state (three years from now) of your organization as it relates to operational excellence? What would success look like?

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Degree of Shift: What’s the degree (or magnitude) of shift required within the organization to achieve the desired state for customer or stakeholder growth?

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People Expertise:

Past State: In the past three years what has changed, shifted, or evolved within your organization as it relates to talent acquisition, retention, and professional development?

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Current State: On a scale of 1-5 how satisfied are you with the progress your organization has made in the past three years in building and managing a great staff?

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Please provided a single, primary reason supporting your level of satisfaction.

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Desired Future State: What should be the future state (three years from now) of your organization as it relates to building and managing staff and leadership? What would success look like?

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Degree of Shift: What’s the degree (or magnitude) of shift required within the organization to achieve the desired state?

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Financial Performance:

Financial Impact: As a result of achieving the desired outcome relating to the perspectives of customer or stakeholder growth, operational excellence, and the development of staff and leadership, what would be the financial impact to your organization? How might revenue and profitability be impacted?

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Our Why:

Our Why: Why does your organization exist as a company? What is its core purpose related to the value created for customers and stakeholders?

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Our North Star:

Our North Star: What is your vision of success for the organization five years from now? What is different regarding the impact your organization has made for customers or stakeholders and the communities, regions, or geographies served?

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Values:

Values: What are the core unique values inherent to your organization? What values do leadership and staff share that helps make your organization distinctively different and unique?

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SWOT: Strengths, Weaknesses, Opportunities, and Threats:

A SWOT exercise is a powerful foundational element in the planning process, which examines internal and external factors that influence our strategic priorities.

Strengths: Strengths are things you’re good at from a market/customer, operational, or people and development perspective. They are internal strengths to your organization. What do you believe to be 5-7 strengths of your organization?

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Weakness: What areas within your organization is a weakness that your organization might want to overcome? What would a few of these weaknesses be?

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Opportunities: What external opportunities exist? Likely these opportunities are areas the organization should explore or commit to, which would have significant impact on driving the growth and sustainability. Please capture the top 3-5 opportunities that come to mind.

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Threats: What external threats exist, which if they happened would have significant impact on the organization’s ability to achieve your 3-year desired state?

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Growth Enablers:

Growth Enablers/Systems, Processes and Infrastructure: Considering your desired future state from a financial, customer growth, operational excellence, and people and expertise perspective, what is going to be required from systems, processes, or infrastructure within the next three years to ensure your future state is achieved? These may include maintaining/improving existing systems, processes, or infrastructure, or may include net-new.

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Growth Enablers/Staff Development and Communications: Considering your desired future state from a financial, customer growth, operational excellence, and people and expertise perspective what is going to be required specifically from a staff development and communication perspective? What kinds of specific training, professional development, or internal communications will be required?

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Performance Indicators:

Performance Indicators/Existing: What’s important today in measuring the performance of your organization? What’s currently in place that is a leading indicator of organizational growth, health, and sustainability? (For example, profitability by customer segments, % of sales conversions, customer or stakeholder retention, etc.)

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Performance Indicators/Desired: What might be the desired potential performance indicators, which could be measured and tracked, that would provide additional indications of organizational growth, health, and sustainability?

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Finish