rita@valize.com

GrowthDNA Assessment for Valize LLC

Rita McGrath: rita@valize.com

Confidence: 28

RED

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.

Clarity: 49

GREEN

Your organization scored well on strategy development. You likely have a vision and mission and have taken the time to translate that into a plan for the rest of the organization to follow. In constructing your company’s strategy, important insights about the market were taken into account like trends and competition. The output of your strategy is specific enough to be clear to the organization.

Your strategy is more than a list of projects to work on but incorporates guidance for the organization on important things like competitive advantage, customer targeting, and new growth opportunities.

Given your company has a clear strategy, you should be experiencing a broad commitment to it throughout the organization down to the employee level. Undoubtedly, your goal is not just to have a top-down project based-strategy, but rather to have a strategy that permeates the organization, and all employees across all departments and locations understand it and what it means about what will be different in the future.

If you are investing the time and money to develop a quality strategy but are not getting adequate results, you may want a second opinion on your strategy to assess if there are any gaps or opportunities for improvement to make it even stronger. Let’s chat about how we could do that.

Commitment: 48

GREEN

Your organization performs the activities necessary to get everybody on board with a new plan, project or direction. You value communication as a tool to ensure people not only understand where the company is going but are committed to contributing to a positive outcome. You have systems in place to track success along the way.

The work is not owned exclusively by leadership; all employees have the opportunity to make a difference. You have taken the time to translate the strategy into an action plan with specific projects, due dates and assignments. You understand that resources have to line up with priorities.

Your ability to marshal your most valuable resource—your employees—in an aligned way, holding them accountable for results will take you further than most. When you make announcements about a new endeavor, the energy is palpable in the organization. People are excited because they know what needs to be done and they know they have the skills and tools to do it. Employees ability to understand the direction and suggest ways to move the organization in that direction will enable the organization to get further than a plan that begins and ends in the leadership board room.

If the organization has communicated the strategy and is not seeing the accountability necessary for success, it is possible that there are gaps in clarity of strategy, or specificity of the action plan, or metrics that hold people responsible for results not just actions. Those are all correctable and a slight adjustment could earn you big dividends. Let’s get the ball rolling!

Culture: 44

YELLOW
The culture has elements of growth-mindedness but it is not consistent. You may find that although communication is a priority, employees are hesitant to speak up and ask questions or volunteer for projects. That may be because for whatever reason, it wasn’t encouraged in the past. Perhaps in the recent past there has been a mindset of cost containment, which feels a bit at odds with growth.

Employees may not know what is expected of them or how they will be evaluated. At the end of the day, employees want to be clear about how they can excel and advance. Without information about how contributions will impact them they can be slower to respond. It is possible that the decision-making is primarily a function of leadership and not diffused through the organization. Employees may feel they are typically told what is needed rather than encouraged to make contributions.

One of the best ways to find out where you are in the development of a growth-minded culture is to ask employees. What gets in the way of their success? How can leadership better support their growth and contributions? How much and what type of communication is effective? Once you discover what is right and what is not quite right, you can begin to implement new tools, practices and processes which leads to new behavior. And new growth-minded behavior is what GrowthDNA is building, It is essential to not only achieving success but also sustaining it year after year.

If employee’s actions are not aligned with their verbal commitment, chances are they feel risk in tackling new behaviors. It is up to leadership to create a culture that inspires, motivates and rewards employees for adapting their work product, their thought processes and their own self-development to enable the company to reach new levels of success. To excel at growth, this DNA strand would benefit from being more consistent. Together we can determine the best way to get that done.

Overall: 169

YELLOW

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.

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