H U M A N I N S I G H T C O N C E P T S :

M T & O R G A N I S AT I O N A L

P E R F O R M A N C E

Result areas MT members

Board members and Managementteam Managementteam Board members

Individual contributions MT Strategic diversity within MT teams

S T R AT E G I C D I V E R S I T Y

- Strategic diversity within the teams?

- Room for inside-out dialogue along the S-Curve?

Analysis MT MT in context

Contributions of business units

Strategic diversity MT•Are the MT members aware of their own optimal contribution?

•What contributions do the MT members deliver? •How do the self images compare to the feedback images?

• Is there adequate strategic diversity? Does this diversity align with the strategic objectives?

Performance MT team• Is there a clear description of the tasks and functions within the MT?

•Are the result areas of the individual MT members distributed strategically and balanced?

•Are MT members communicating effectively? •Do the result areas fit with the individual profiles?

Strategic strength in context• What is the MT contribution in a wider contribution? • What is the capability of the organisation to move from planning to strategic execution?

• To what degree does the strategic diversity fit the growth phase of the organisation?

Culture between the business units•How does MT see itself as a business unit? •How do other business units view MT? •How do the key business units and departments view cooperation with the board and MT?

Visions of board and MT •Do the assessments of the board and MT and of the whole organisation along the S-Curve differ?

•What does this mean for the strategy, performance, values, governance, risk of the organisation and the strategic diversity of the board and MT?

Position organisation along the S-Curve

Actual culture versus desired culture•Is the actual culture aligned with the desired culture?

• Is there consistency between ‘walk’ and ‘talk’? • Is there consistency between behavior, systems, structures and decisions of the board and MT?

• Is there consistency between identity, brand, strategy, governance, risk, control and stakeholders?

- Execution power board and MT in context of the organisation? - Alignment between culture, core values and performance? - Alignment between board and MT, governance and risk? - Change readiness and balancing values-control? - Strategic diversity board and MT and position along S-Curve? - Balancing Culture and Control? - Organisational-ecological risk assessment and diversity board and MT.

S T R AT E G I C E X E C U T I O N A G E N D A

Managing the organisation along the S-Curve

Tone at the top and core values

Example: Board and MT on each other

Example: Board and MT by other departments

MT zelfbeeld

MT feedback

Self- and feedback-images functioning MT

MT within the organisation

S-Curve dependent organisational-ecological risk assessment

Early Winter

Late Fall

Early Fall

Late Summer

Early Summer

Late Spring

Early Spring

Late Winter

Change readiness

InnovationC

ore ValuesProfitability

Future focusLoyalty

StructuringC

onsistencyC

ompliance

Reputation

Performance

Governance

StrategyO

ps Excellence

High Risk Medium Risk Low Risk