PB LOS - Sample Team Indicatorv3

7/30/2019 PB LOS - Sample Team Indicatorv3

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PBLine-of-Sight Sample Team IndicatorReport 15 Total Respondents

Version 1.0

11/1/2012

Created by: Prana Business LLC


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Congratulations! You and your organization have just experienced the PBLine-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.

PBLine-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 workby testing and shaping strategies with thousands of

managers across dozens of mid-cap and enterprise-

sized firms.

In addition, PB Line-of-Sight integrates a cutting-edgeassessment and learning approach called Confidence-

Based 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 possiblestatements. As a result, each of their responses was

then plotted into one of the four quadrants in the

diagram.


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PB Line-of-Sight - Sample Team Indicator

Strategic Understanding

1. I have a good understanding of the company strategy or game plan.

Value Count

I am confident this statement is accurate 8

I'm somewhat confident this is accurate; I wish I were more confident 4

This statement is NOT accurate 1

I'm really not sure 2

Aligned Somewhat Aligned Misaligned Not Sure

2. My immediate team has a good understanding of the company's strategy or game

plan.

Value CountI am confident this statement is accurate 3





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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 Count






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

better.

Value CountI am confident this statement is accurate 11





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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 Count






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

differentiate from them.

Value Count






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Aligned

Somewhat Aligned

Misaligned

Not Sure

Quick Scan Analysis

Positive Impact & Potential Risks: Strategic Understanding

The data in this section shows that most team members

believe that an understanding of the business units

strategy is important and helps individuals perform their

jobs more effectively. Although the data doesnt point to

misalignment necessarily, there could be work done toshore up the scores to ensure more responses in the

Aligned rating selection. Some of the scores indicate

that team members may hesitate to make decisions and

may at times feel confused about priorities. Improving

an understanding of competitors may help team

members position the company differently, which could

increase sales and profitability.

Considerations:

What are the implications of these scores for the team? If team members were more certain about their knowledge of the strategyand competitors, could that lead to improved performance? What are some steps that could be taken to bolster the scores in this

section?


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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 Count






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

change as needed.

Value Count






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

actionable way.

Value Count







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Aligned

Somewhat Aligned

Misaligned

Not Sure

Quick Scan Analysis

Positive Impact & Potential Risks: 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.

The data in this section reveals that team members feel

that leaders could boost their capacity to move their

organization through change, which may strengthen

their credibility. Strategy is not a static element and

effective execution hinges on the business units ability

to adjust as needed. Additionally, scores depict the need

for more effective communication of strategy. A lack of

communication of strategy can lead to cynicism, which

can lead to a team culture of compliance versus a culture of commitment.

Considerations:

What are the implications of these scores on the team or business? If team members perceive the leadership as lacking a strong level

of change management ability how might that impact the Company in the future? What are some steps that can be taken to improve

in these areas?


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Balanced Metrics

10. Our immediate team uses other measurements in addition to financial metrics to

monitor performance.

Value Count






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

unique customer value.

Value Count






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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 Count






13. My immediate team has an awareness of and access to measurements and metrics

that help them perform their jobs better.

Value Count






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Aligned

Somewhat Aligned

Misaligned

Not Sure

Quick Scan Analysis

Positive Impact & Potential Risks: 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 choicesabout the most important tasks that relate to

differentiating the Company.

The overall scores in this section are solidly placed in the

Somewhat Aligned area. The data points to areas

where improvement can occur and have an impact on

the teams performance. Some team members arent

confident the business unit uses metrics and KPIs

effectively. There is also an indication that budgets could

potentially be aligned more closely with the companys game plan and perhaps individual goals and KPIs could link more closely to

customer value. Having a clear strategy helps managers and team members make choices about where to skew capital allocations as

well as their time so the company can continue to create competitive advantage.

Considerations:

How might these scores be impacting the company? What can be done to improve these scores and ratchet up alignment even more

in this section?


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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 Count






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

and task list.

Value Count






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

Value Count






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

lead to creating unique customer value.

Value Count






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Aligned

Somewhat Aligned

Misaligned

Not Sure

Quick Scan Analysis

Positive Impact & Potential Risks: 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 thiscan help create a deeper sense of individual meaning

and purpose. Team members responses reveal that

work needs to be done in this area. The scores depict

that improvements should be made to enhance

effectiveness by using strategy as a tool for prioritizing

activities and projects. When individuals have a clear

understanding of the companys game plan it provides a

solid context for them to make choices about what to do

and what not to do.

The essence of strategy lies in choosing what not to do. Michael Porter

Considerations:

Could improvements in this area help create a more productive and effectual team? What steps can or should be taken?


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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 Count






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

and contribute to our company's strategy.

Value Count






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

to create competitive advantage.

Value Count







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Aligned

Somewhat Aligned

Misaligned

Not Sure

Quick Scan Analysis

Positive Impact & Potential Risks: Human Capital

Growth

Oftentimes organizations provide training and

development programs based on the latest fad rather

than on what makes the company different. TheSomewhat Aligned and Misaligned scores in this

section indicate the companys employee development

and knowledge sharing efforts need more focus around

strategy. Full Aligned scores would be ideal. Its vital

that organizations grow their human capital in the areas

that help shape competitive advantage.

Considerations:

What are the implications of these scores to the business overall? What are the priority steps that can be taken to bolster these

scores?


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Market Discipline

21. Our company creates value for customers in many ways but our core strategy is built

around...

Value Count Percent

Operational excellence leading to lowest price for our products and services. 3 20.0%

Product leadership by continuously updating products and services to keep them on the cutting edge. 3 20.0%

Customer intimacy, i.e., customizing our products and services to meet each customer's unique needs. 8 53.3%

Don't know. 1 6.7%

22. I would characterize my level of certainty in my response to the previous question

as...

Value Count Percent

Very Certain 8 53.3%

Somewhat Certain 5 33.3%

Not Certain 2 13.3%


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23. Our company's internal processes...

Value Count Percent

Enable the experimentation and creation of new products or services. 3 20.0%

Are loose and flexible to make us responsive to each customer's unique requirements. 9 60.0%

Are standardized, simplified, tightly controlled and centrally planned. 2 13.3%

Don't know. 1 6.7%

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

Value Count Percent



Not Certain 3 20.0%


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25. The structure of our company...

Value Count Percent

Helps divide work into simple and repetitive tasks. 0 0.0%

Imposes few constraints to stimulate creativity. 3 20.0%

Is driven by our customer's unique needs and demands. 12 80.0%

Don't know. 0 0.0%


as...

Value Count PercentVery Certain 7 46.7%


Not Certain 2 13.3%


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27. The corporate culture of our company...

Value Count Percent

Encourages individual imagination and risk-taking. Ensures a mindset driven by the desire to create the future. 2 13.3%

Ensures a mindset of meeting our customer's specific needs. Thrives on long lasting customer relationships. 11 73.3%

Ensures a mindset of optimization and discipline. Leaves few decisions to front-line employees. 1 6.7%

Don't know. 1 6.7%


as...

Value Count Percent



Not Certain 1 6.7%


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Positive Impact & Potential Risks: 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 membersdont 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.


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In the report, there is actually a good level of consistency and consensus in the responses across the team regarding the customer

value proposition. In this case the majority selected Customer Intimacy as the differentiating value proposition. However, work

should be done to ensure complete consensus and alignment with regards to the value proposition. Additionally, there are quite a

few responses that show respondents arent fully certain of their selections. This could potentially mean the value proposition is

implied in the team, business culture, and tone of the workplace but that it isnt articulated often from the Leaders. More consistent

communication of strategy, including the customer value proposition, may raise the level confidence that everyone in the business

unit is rowing the boat in the same direction.

Considerations:

What are the implications of these responses to the team and business unit? Would the organization benefit by communicating the

customer value proposition to team members more frequently? What can the team do to help unify and align the business around a

common approach towards creating customer value?

OperationalExcellence

Product or Service

Innovation

Customer Intimacy

Don't Know

Very Certain

Somewhat Certain

Not Certain

Documents

PB LOS - Sample Team Indicatorv3