GrowthDNA Assessment for BM
A score of GREEN (45 or more points out of 50) indicates that you are doing well in this area. A score of YELLOW (32-44 points out of 50) indicates that you have some things in place, but could do more in this area. A score of RED (31 or fewer points out of 50) indicates that you have work to do in this area.
Data collection and application appear to be below the norm in your organization. It is quite probable that your organization is experienced in gathering financial or
operational data but doesn’t extend data collection to “outside-in” data or market-facing data around customers or competitors.
These are actually the areas that are
most robust in identifying new growth opportunities. The lack of data on the marketplace, including customers and competitors may hinder the ability to compete effectively.
Data may be compartmentalized with data analysis happening on a department-by-department basis. That may improve department-level performance but inhibits
the development of synergistic growth ideas.
The majority of your projects may be more focused on operational improvements and cost savings. While managing internal operations and costs is important, these
types of changes are not going to significantly improve profitability as they are finite in scope whereas growth is potentially infinite—or at least has the ability to take you to the next level of performance.
To improve the scale of profitable revenue growth, the organization would benefit from identifying data gaps, focusing first on “outside-in” data such as customer and
competitive insights. To identify data gaps, ask yourself what areas do we shy away from making decisions? What additional data would make us more confident to
make bolder decisions in that area? The next step would be to set up processes to routinely analyze, share and deploy the resulting insights into strategic decision
making—like new sales programs, revised customer targets, new product development, new markets to explore and more.
If you would like to confidently pursue more initiatives or projects that have the
potential to take the business to a new level of performance, let’s talk about how to
strengthen this DNA strand.
Your organization is putting time and effort into developing a strategy. You have a plan in place that has been communicated and expectations established for how to compete in the marketplace. Beyond that, it is likely that your strategy is not as complete in painting a picture of the desired future.
It is possible that what you are creating is more of an operations or business plan—one that builds on where you are with goals for incremental improvements in what you are currently doing. There may be some lack of clarity around top priorities because every department is competing for the same resources. Your plan may be subject to historical bias and beliefs rather than built on hard facts.
To ensure you maximize the results from your strategy, be sure you have adequate “outside-in” insights from your discovery work, where you assess the company the same way a customer might, and the strategy you create steps back to look at the future first—where you could be—before you decide what to work on next year. Don’t assume that getting better at what you already do will earn more dollars in the marketplace. It may save money but it won’t take your organization to a new level of performance.
If you are interested in improving strategic clarity and focusing on big wins, let’s get together to determine how to best strengthen this strand of DNA. We want you and your entire team to be energized by strategy and achieve your potential!
Often an organization struggles with implementation or delivery when they have too many things on their plate. That challenge is likely combined with limited resources insufficient to tackle the list. Employees try to make it happen but are also trying to fight fires on day-to-day operations and feel stretched too thin. Something has to give so it is usually the special project or strategic plan.
Perhaps in the past people didn’t feel encouraged to contribute beyond their daily work so they stopped doing it. Another possibility is communication is under-valued or misunderstood.
All of these issues can contribute to a lower level of effective implementation. If you can only make one change, improve communication. Studies show that it has more bearing on implementation success than any other single factor. That means share as much as you can
as often as you can as consistently as you can. You will feel like a broken record. The employees, who were most likely not in the room when the plan was built, will just be
beginning to understand what you mean and what you expect and what will change as a result. For commitment to occur all of those things are necessary. Second to improving communication is to ensure resources are aligned with priorities.
Are you adequately
funding new initiatives? Are you asking people to do amazing things with no incremental resources? Are you saying things are priorities but not treating them any differently from a dozen other projects?
If you can only afford to do three new things, then do three and wait
on the others until those are done or far enough along that you can reallocate resources.
Changing your DNA on this important strand—where money is made or lost—is critical to future success. Let’s chat about how to make that happen.
Your clear expectations and unified commitment of the organization has led individuals regardless of department to work together to accomplish more than any other person or department could on their own.
Decision-making capability is spread throughout the organization as employees understand what criteria matters and decisions are made in the same way using the same considerations no matter what level or department is making the decision. As a result, you are also more likely to have bench strength in place for leadership roles.
Your organization sees the same vision you do for the company just as clearly. That takes an incredible amount of energy on the part of leadership to communicate, encourage, and motivate employees in the “right” direction, consistent with strategy. It also means you have likely set up specific behavioral, process and practices expectation. For example if your goal is to deliver better customer service than competitors, you might tell employees that every day with every decision, their job is to find new ways to delight customers and give them authority to do so.
Undoubtedly, you see your organization working together as one to accomplish the mission and vision you have spelled out. It is likely that you are meeting or exceeding expectations regarding financial performance of the plan as employees continue to find ways to add value.
If would like to accelerate those results even further, let’s talk about ways to do that. After all, the larger the return and the sooner you get it, the more you can invest in employees and more projects to keep the growth coming!
Overall, you score yellow.
You have a good organization with some elements of GrowthDNA.
In fact, you are likely stronger in some strands than you are in others.
The good news is that taking the organization to the next level is very doable as you already have a foundation in place. Action steps recommended for you are:
- Pick one area to improve and focus on that. Many of the principles needed to achieve GrowthDNA are outlined in the book Reignite: How Everyday Companies Spark Next Stage Growth. The book discusses best practice for each of these phases.
- Explore what it would take to reach “green” levels of GrowthDNA in all strands to maximize results.
- Let’s chat and discover what YOUR organization needs specifically to take it to the next level.
For more information, contact us.