Key Initiatives and priorities are clearly defined; it is known who is accountable for what by when. Less True - 1 Clear, measurable leading indicators are in place to help forecast the health and direction of the company. Less True - 1 Publicly displayed dashboards exist to measure the company's internal priorities and progress. Less True - 1 The key three to five priorities for the quarter are identified to achieve the company's financial targets and goals (i.e. revenue, profit, deadlines). Less True - 1 The business regularly develops themes to improve an aspect of the business, and the themes are fun and memorable. Less True - 1 The business periodically (at least annually) brainstorms ways to improve it Cash Conversion Cycle. Less True - 1 The business has a formal written definition of its Sandbox; where it sells, what it sells, to whom it sells. Less True - 1 A defined Brand Promise exists for the business that is well known and understood by stakeholders, serves as a guiding light, helps to focus employees and guides decisions. Less True - 1 Managers do not feel overwhelmed with Decisions because Decisions are made at the lowest possible level. Less True - 1 Every important job function has one person accountable for delivering and achieving its outcome. Reporting confusion is not a problem. Results are routinely achieved. Less True - 1 The company's strategy is well known throughout the organization and can be stated in one or two sentences. Less True - 1 All the stakeholders would say that the BHAG (per Jim Collins) is clear, compelling, easy to grasp and reflects the core purpose and values. Less True - 1 Management keeps the mission/vision/values (M-V-V) alive and top of mind by consistently reinforcing them in all meetings (daily huddle, weekly meetings, monthly, quarterly, and annual plan sessions). Less True - 1 Management leverages the power of the premiere human capital tool, 'Topgrading,' for achieving maximal success in recruitment and retention of 'A' players, to help get the right people on the bus, the wrong people off the bus and the right people in the right seats (per Good to Great by Jim Collins). Less True - 1 Management performs highly insightful Surveys of Employee attitudes, engagement, satisfaction, and loyalty; shares the information with the work force; and takes action to make improvements. Less True - 1 Management carefully Surveys their Customers at least once a year to determine their attitude, engagement, satisfaction, and loyalty; shares the information with the work force; and takes action to make improvements. Less True - 1 The company continually searches and creatively works on the Bottlenecks in its industry in order to arrive at the X Factor and its ability to produce a 10-fold advantage in the industry. Less True - 1 Management seizes the opportunities to reinforce the mission/vision/values (M-V-V) by telling stories, creating legends, celebrations and rewards, incorporating into the company newsletter, etc... Less True - 1 Each department and executive team engages in weekly meetings to review good news, numbers, customer, and employee data and to collectively solve roadblocks and issues. Less True - 1 Every employee has a Scorecard, Career Development Plan and regularly receives performance feedback. Less True - 1 Your Name:
