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7/29/2019 Sample Report - Enterprise 2013
http://slidepdf.com/reader/full/sample-report-enterprise-2013 1/18
© Copyright 2013 – Prana Business LLC - All Rights Reserved 1
PB Line-of-Sight™ Enterprise IndicatorReport – XYZ Company
Version 1.0
January 2013
Created by: Prana Business LLC
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© Copyright 2013 – Prana Business LLC - All Rights Reserved 2
Congratulations! You and your organization have just experienced the PB Line-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.
PB Line-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 work by testing and shaping strategies withthousands of managers across dozens of mid-cap and
enterprise-sized firms.
In addition, PB Line-of-Sight™ integrates a cutting-edge
assessment and learning approach called Confidence-Based
Marking (CBM). CBM fuses both a person’s knowledge of a
concept as well as their level of confidence in their knowledge
into a more complete and powerful set of responses to eachitem presented throughout the following report. As each
person responds to the items in the questionnaire they are
asked to make a choice between four possible statements. As
a result, each of their responses is then plotted into one of the
four quadrants in the diagram.
CBM Scale
• I am confident this statement is accurate
• I am somewhat confident this is accurate; I wish I were
more confident
• This statement is NOT accurate
• I’m really not sure
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PB Line-of-Sight™ - Enterprise Indicator
Strategic Understanding
1. Most employees have a good understanding of our company strategy or game plan.
Aligned Somewhat Aligned Misaligned Not Sure
62%
17%
25%
28%
53%
40%
8%
19%
26%
2%
11%9%
EXECUTIVE MANAGER STAFF
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4. Executives feel it's important for employees to have an understanding of our strategy.
Aligned Somewhat Aligned Misaligned Not Sure
57%
26%
22%
33%
59%
43%
10%12%
26%
0% 3%
9%
EXECUTIVE MANAGER STAFF
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7. Most employees know who our main competitors are and how we’re different from
them.
Aligned Somewhat Aligned Misaligned Not Sure
31%
12%
22%
61%59%
33%
6%
26%
36%
2% 3%
9%
EXECUTIVE MANAGER STAFF
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Snapshot: Strategic Understanding
The responses in this first section show that most team members are
somewhat confident that employees understand the XYZ Company
strategy. However, they also indicate that they wish they were more
confident. This tells us that respondents feel it’s important for employees
to have an understanding of the firm’s strategy. Additionally, the data
reveals that most managers believe an understanding of the firm’s
strategy helps employees perform their jobs more effectively and feel agreater sense of purpose in their work. Although the data doesn’t point to
misalignment necessarily, there could be work done to shore up the scores
to ensure more responses in the “Aligned” quadrant. Some of the scores
indicate that employees could hesitate when making decisions and may
at times feel confused about priorities. Confident knowledge of the XYZ Company strategy across the organization may lead to more consistent
execution and compel clients to work with the firm in deeper ways and for longer periods of time, making it a win/win proposition.
Item number 7 in this section gives us a snapshot into an employee’s understanding of the competitive landscape. Confident knowledge of thecompetition and how XYZ Company differentiates will help to create a sense of cohesiveness amongst employees. Improving the scores for this
item may help employees position XYZ Company so that the firm stands out clearly among the competitive set, which could improve economic
results.
70% of CEO failures come not as a result of poor strategy, but of poor execution. - Fortune
Considerations:
Although we are all prone to “blind spots,” effective managers are typically aware of their team’s notable strengths and significant flaws. Some of
the most promising opportunities, however, lie in the gray area between “aligned” and “somewhat aligned.” It is there that mediocrity often lives.
It is there that a firm can move from “good to great.” To what degree does this apply to your team? What are the implications of these scores for
you, your team, and XYZ Company overall?
Aligned
Somewhat Aligned
Misaligned
Not Sure
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Leadership
8. Executives have sufficient credibility with employees to lead the execution of
strategy.
Aligned Somewhat Aligned Misaligned Not Sure
56%
37%
9%
38%
42%
46%
0%
11%
26%
6%
10%
19%
EXECUTIVE MANAGER STAFF
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Snapshot: Leadership
Leadership capability and credibility are two of the most valuable
intangible assets within a company. Research shows that investors pay
a premium for strong leadership because it’s a powerful leading
indicator to financial performance.
To ensure execution and sustainable competitive advantage, leaders
must communicate strategy every day, embedding it into their
communication in a way that is meaningful and actionable to
employees. Your responses indicate that some work could be done to
ensure that strategic communication happens more consistently and
effectively.
Moreover, strategy is not a static element in business. Leaders must hone their ability to facilitate transition and change so a company can adjust
their strategies and tactics according to market demand. Item number 9 in this section shows that respondents are mostly “somewhat confident”
but wish they were more confident in the leadership’s change management capabilities.
Considerations:
Keep in mind that responses in this brief section do not constitute a broad assessment of leadership capability at XYZ Company. Rather, the questions
target 3 specific areas linked with business performance: (1) credibility to execute on strategy; (2) communication of strategy; and (3) ability to
lead change. Given that the results are “good” but not yet “great,” what concrete opportunities for improvement exist? What needs to happen?
What would it take to generate stellar results?
Aligned
Somewhat Aligned
Misaligned
Not Sure
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Balanced Metrics
13. Key performance indicators help employees stay focused on delivering unique
customer value.
Aligned Somewhat Aligned Misaligned Not Sure
24%
27%
13%
28%
42%
37%
33%
18%
26%
15%
13%
24%
EXECUTIVE MANAGER STAFF
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Snapshot: 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 choices about the most important tasks that
relate to differentiating the firm. One of the biggest mistakes
that organizations make is putting in place a vague strategy to
“be the best” instead of a strategy to be different. Linkingmetrics and goals to a firm’s game plan helps ensure everyone
is moving in the same consciously differentiated direction.
A balance of leading and lagging indicators is a vital part of
maintaining organizational alignment. Metrics and
measurements should clearly indicate how well a job or function
is creating customer value. Oftentimes companies will put in place industry generic “best practice” measurements rather than crafting smart
indicators that keep employees and teams truly focused on delivering and supporting profitable customer value.
Your results show that work could be done to bolster the confidence that employees have in the firm’s overall measurement and scorecard system.
This is a powerful step in the journey toward creating a culture of accountability, commitment, and high performance.
Considerations:
It is worth highlighting the results on Question 13. These indicate that most of the team believes that your metrics are not tightly linked to your
value proposition—i.e. how XYZ Company differentiates itself in the market-place. What are the implications of that disconnect? How would youchange them in ways that could enhance performance?
Aligned
Somewhat Aligned
Misaligned
Not Sure
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Activities & Structure
17. Employees use their knowledge of the strategy to help prioritize their daily activity
and task list.
Aligned Somewhat Aligned Misaligned Not Sure
7%
12%
9%
53%
66%
47%
33%
19%
33%
7% 3%
11%
EXECUTIVE MANAGER STAFF
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Snapshot: Activities & Structure
Activities, including tasks and projects, are the basic units of
competitive advantage. When employees know how their daily
tasks contribute to customer value this can help create a deeper
sense of individual meaning and purpose, fuelling a virtuous cycle of
results-focused activity.
The responses reveal that some work needs to be done in this area.
Scores indicate that strategy could be used more effectively than it
currently is as a tool for prioritizing activities and targeting projects
that create value for the firm. When individuals have a clear
understanding of the firm’s game plan it provides a solid context and
framework for them to make choices about what to do, and –equally
important – what not to do.
Items in this important section show an overwhelming trend in the “Somewhat Aligned” quadrant. Although responses in that quadrant don’t
necessarily lead to poor execution, this may be an indication of where a little improvement could move a team – or the firm overall – from good to
great.
“The essence of strategy lies in choosing what not to do.” – Michael Porter
Considerations:
Comparing the responses in Questions 16 & 17 there is a notable—and perhaps significant?—contrast in perceptions of how “Executives” are linking
activities to strategy versus how well “Employees” are doing so. Question 18 also highlights the perception that there may be opportunities to
optimize organizational structure in order to execute more effectively on strategy. What are the implications of these two key learnings? What
would be the benefits of addressing them—and what, concretely, might be done?
Aligned
Somewhat Aligned
Misaligned
Not Sure
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Human Capital
21. Employees receive training that enables them to perform activities that contribute
to effective execution of the strategy.
Aligned Somewhat Aligned Misaligned Not Sure
27%
61%
9%
47%
22%
47%
26%
6%
33%
0%
11% 11%
EXECUTIVE MANAGER STAFF
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Snapshot: Human Capital
Three of the most critical components of effective human capital
development are: targeted training, knowledge sharing, and talent
management. To create sustainable performance, organizations
must continually lever-up their employees’ skills and abilities.
Neglecting talent development will inevitably lead to mediocrity in
the coming years. Even if training is happening, it is startling how
frequently organizations provide training and development
programs based on the latest fad – rather than targeting skills
closely linked to their strategic differentiation.
Similarly, effective knowledge sharing—supported by transparent
and simple-to-use systems and practices—is a key enabler of
creativity, efficiency, and, ultimately, performance. Finally, the capacity to attract and retain talent is an obvious hallmark of superior organizations.
Considerations:
The scores reveal that respondents feel XYZ Company is doing a good job of attracting and retaining talent. This is obviously good news.
Nonetheless, there are clear opportunities to (1) bolster ongoing, strategy-linked employee development and (2) assess what creative knowledge-
sharing practices and systems might enhance your collective performance.
Since “activities” are the “basic units of competitive advantage,” a more strategically-aligned effort towards developing human talent may lead to
deeper client relationships. This, in turn, may lead to a bigger pay-off for XYZ Company: a win/win proposal.
Aligned
Somewhat Aligned
Misaligned
Not Sure
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Market Discipline
24. Our company creates unique value for
customers in many ways but our core strategy is
built around...
25. I would characterize my level of certaintyin my response to the previous question as...
Value Proposition
Operational excellence leading to lowest price for our products and
services.
Product leadership by continuously updating products and services to
keep them on the cutting edge.
Customer intimacy, i.e., customizing our products and services to meet
each customer's unique needs.
Don't know.
15%
53%
59%
43%
11%
18%
29% 27%
12%13%9%
11%
Executive Manager Staff
Operational Excellence Product Innovation Customer Intimacy Don't Know
72%67%
38%
19%25%
49%
9% 8%13%
Executive Manager Staff
Very Certain Somewhat Certain Not Certain
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Snapshot: Market Discipline
Why do your customers buy from you versus the competition?
This is the most fundamental question that any business needs to answer. A rigorous and constant internal focus on addressing this question will
undoubtedly lead to firm success. At a glance, this question seems to focus heavily on the demand side of the business. However, with a little more
reflection, executives will find that addressing this question consistently leads to a more economically efficient supply side, or business operations.
XYZ Company needs to deliver reasonably and adequately in many areas of client value such as innovation, customization, cost, etc. However,
attempting to be great or differentiate in too many types of client value can lead to mediocrity.
Why? Because different components of value can require completely different sets of activities that employees must choose to perform. Those
different activities require unique skills and abilities as well, not to mention corporate culture. Many of those activities can be in conflict with each
other. Trade-offs must be made by employees.
Operational
Excellence
Product or Service
Innovation
Customer Intimacy
Don't Know
Very Certain
Somewhat Certain
Not Certain
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Conclusion:
There is a tremendous amount of good news embedded in your PB Line-of-Sight™ results. It is not uncommon for LOS results to indicate far more
numerous and serious disconnects and misalignment. Obviously, a lot of good things are in place and functioning in your niche at XYZ Company.
Nonetheless, as discussed above, there are also many opportunities for insight and improvement, both in the 5 KSE’s (Keys to Strategy Execution),
as well in the area of Market Discipline.
You are obviously interested in growth, evolution, enhanced performance. The task now is to assess and prioritize the insights generated through
your LOS. We encourage you to leverage your results to engage in honest, bold dialogue with one another. Which KSE’s do you consider most vital to address? Where will improvement “give you the biggest bang for your buck” (i.e. add the most value)?
To gain true “line-of-sight” and align your team for optimal performance, it will be extremely helpful to gain committed consensus around these
questions, to prioritize, brainstorm, decide, and act. We wish you the best of luck and are happy to support you in any way we can.