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GrowthDNA Assessment for s

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Confidence: 20

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: 30

RED

Developing strategy is not something that your organization would regard as a strength. It may be a necessary evil; something you think is not helpful or hasn’t worked well in the past. You are likely developing a game plan for the organization to follow, perhaps on an annual basis, even if it is not a comprehensive strategy.

Your plan may be an operations plan which includes projects or programs that link to budgets and your team may be great at getting them done. 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.

Your organization is most likely one that implements well but may not be implementing the things that make a difference in the market. Companies like yours have experience doing what they do well but struggle when the market is “telling” them, through data and sales, that it is time to change. Developing strategy is a choice about how to compete in the market and it may be time for your organization to make a different choice and embrace a more thorough look at strategy.

Are you interested to find out how much more potential your organization has for growth? Are you curious about what it would take to shore up this strand of your Growth DNA? Let’s have a brief discussion to evaluate what it would take.

Commitment: 40

YELLOW

Implementation is a mixed bag for your organization. Like many organizations, you may be seeing a return on a portion of the strategic initiatives you sponsor (the average is only 1 of 4 returns value) or you may be seeing some return on most of them—but not at the levels forecasted.

Likely you are communicating to employees what you would like to see done but it may not be sticking. It is possible you have a culture of “here comes another one” with change initiatives cycling through every so often but with little lasting impact. Or there may be some processes set up to encourage widespread employee participation but it is implemented inconsistently across the organization.

To take your organization to the next level, start by asking employees what is missing. Is there sufficient understanding of the strategy and resulting initiatives? Do they feel they have a role in making it happen? Is the communication clear enough? Frequent enough? Consistent enough? Once you understand the nature of the problem, it is not difficult to put some new procedures and processes in place to shore up implementation effectiveness and drive company-wide commitment.

Plans can be created in the board room but they can’t be implemented there. If the organization is having difficulty maximizing employee commitment or buy-in, the value potential of the organization will not be achieved. Changing your DNA on this strand from yellow to green will have a significant impact on your results. Are you ready to get started?

Culture: 50

GREEN
Your score indicates that you have a growth-minded culture. Your organization clearly understands where it is going and employees are actively engaged in finding new ways to accomplish the higher level of results expected. Your organization isn’t working under duress but is enjoying the opportunity to make valuable contributions on a daily basis.

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: 140

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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