PB LOS - Sample Individual Indicatorv3

7/30/2019 PB LOS - Sample Individual Indicatorv3

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Copyright 2012 Prana Business LLC - All Rights Reserved 1

PBLine-of-Sight Sample Individual IndicatorReport One Response

Version 1.0

11/9/2012

Created by: Prana Business LLC


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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




I'm really not sure


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3. The leadership in our company feels it's important for all employees to have an

understanding of the strategy.

Value




I'm really not sure


4. Understanding our company's strategy helps team members perform their jobs

better.

Value




I'm really not sure


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5. Team members feel a greater sense of purpose when they understand the companys

strategy and how they contribute to its successful execution.

Value




I'm really not sure


6. My immediate team members know who our main competitors are and how we

differentiate from them.

Value




I'm really not sure


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Aligned

Somewhat Aligned

Misaligned

Not Sure

Snapshot: Strategic Understanding

70% of CEO failures come not as a result of poor

strategy, but of poor execution. - Fortune

Considerations:

What are the implications of these scores for you and your immediate team? How would others on your team respond to theseimportant items? The PBLine-of-Sight Team or Enterprise Indicator can help you find out.


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Leadership

7. The leadership at all levels in our company has sufficient credibility with employees to

lead the execution of strategy.

Value




I'm really not sure


8. The leaders at all levels in our company help to prepare and move employees through

change as needed.

Value




I'm really not sure


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9. Leaders continually communicate the company strategy in a clear, meaningful, and

actionable way.

Value




I'm really not sure



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Aligned

Somewhat Aligned

Misaligned

Not Sure

Snapshot: Leadership

Leadership capability is one of the most valuableintangible assets within a company. Research shows that

investors pay a premium for strong leadership because

its a powerful leading indicator to financial

performance.

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 PBLine-of-Sight Team or Enterprise Indicator can help you find out.


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Balanced Metrics

10. Our company uses other measurements in addition to financial metrics to monitor

performance.

Value




I'm really not sure


11. Our key performance indicators help team members stay focused on delivering

unique customer value.

Value




I'm really not sure


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12. Managers create and link budgets to our company's overall strategy. In other words,

budgets help them make decisions that support strategy.

Value




I'm really 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'm really not sure 0


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Aligned

Somewhat Aligned

Misaligned

Not Sure

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.

Considerations:




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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




I'm really not sure


15. We use our knowledge of the company's strategy to help prioritize our daily activity

and task list.

Value




I'm really not sure


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1. Our company's organization chart and structure support the strategy.

Value




I'm really not sure


17. My immediate team members understand how their efforts, decisions, and actions

lead to creating unique customer value.

Value




I'm really not sure


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Aligned

Somewhat Aligned

Misaligned

Not Sure

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

Considerations:



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Human Capital Growth

18. We receive training which enables us to perform activities that contribute to

effective execution of our company's strategy.

Value




I'm really not sure


1. We continuously share knowledge and ideas that help create unique customer value

and contribute to our company's strategy.

Value




I'm really not sure


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20. Our company attracts and retains team members with the talent and skills needed

to create competitive advantage.

Value




I'm really not sure



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Aligned

Somewhat Aligned

Misaligned

Not Sure

Snapshot: Human Capital Growth

Oftentimes organizations provide training and

development programs based on the latest fad rather

than on what makes the company different.

Considerations:



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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


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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.

24. I would characterize my level of certainty in my response to the previous questionas...

Value

Very Certain

Somewhat Certain

Not Certain


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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.


as...

ValueVery Certain

Somewhat Certain

Not Certain


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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.


as...

Value

Very Certain

Somewhat Certain

Not Certain


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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 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.

Considerations:



OperationalExcellence

Product or Service

Innovation

Customer Intimacy

Don't Know

Very Certain

Somewhat Certain

Not Certain

Documents

PB LOS - Sample Individual Indicatorv3