CREATING CUSTOMER VALUE

PROVEN BEST PRACTICES

“How to eliminate the Big Three Enterprise-Wide Failure Issues”

-The Systems Thinking Approach™

Instructions: Read this page and fill in the blanks below.

1. Today’s date: ____________________________

2. Organization: ____________________________
3. Do not ponder over the questions answer with your first
instinct.
4. Return confidentially and anonymously
to:
___________________________________________
at:
___________________________________________
___________________________________________
by:
___________________________________________
5. Your scores will be used to tally the averages for each
question. Your name will not be identified. However, if
you want this instrument back, either put your name or
some other code only you know here:
___________________________________________
6. We do require some demographic data please check.
A. Senior Management ______
B. Middle Management ______
C. First Line Management ______
D. Non-management–Exempt ______
E. Non-exempt ______
F. Not in the Organization ______

All rights reserved D O N O T D U P L I C A T E Page 1

ICCV:9.20.2006
www.HainesCentreAssessments.com • 1420 Monitor Road • San Diego • California • 92110-1545 • 619-275-6528 • Fax 619-275-0324 • info@HainesCentreAssessments.com
 H AI NE S C EN T R E A S SESSM EN T S

Big Three Failure Issue #1 (Piece-Meal Approach) No A Little Some Mostly Yes Comments
I. Strategic Management System - used to run the company
1. Is environmental scanning a formal accountability system with quarterly or semi-annual
1 2 3 4 5
strategic reviews in order to drive creative change?
2. Is a Strategic Plan developed with four shared documents: a vision, values, core strategies
1 2 3 4 5
and annual priorities?
3. Do you have clear and unique positioning in the marketplace vs. the competition in the
1 2 3 4 5
eyes of the customer?
4. Are outcome measures of success/goals set and tracked, including customer – employee –
1 2 3 4 5
financial – key operational?
5. Do all departments, based on shared core strategies, develop annual plans? 1 2 3 4 5
6. Are yearly budgets focused on future priorities with both specific cuts and increases in
1 2 3 4 5
funding occurring simultaneously?
7. Are Strategic Plans implemented effectively overall and results achieved? 1 2 3 4 5
8. Is the Systems Thinking language taught throughout the organization as a new/better way
1 2 3 4 5
to think, learn, simplify and achieve results?
9. Does an overall Change Leadership Steering Committee meet quarterly (or more
1 2 3 4 5
frequently) with adequate support staff coordination?
10. Is an independent strategic audit and an Annual Strategic Review (and update) conducted
1 2 3 4 5
each year prior to budgeting?
11. Are three-year Business Plans in place for all Lines of Business (LOB's/SBU's) as well as
1 2 3 4 5
all Major Support Departments?
SECTION I AVERAGE (score / 11) =
Big Three Failure Issue #2 (Missing Culture Attunement)
II. People System as a Competitive Advantage-Attunement of People’s Hearts & Minds
12. Is an "Executive/Employee Development Board" in place to coordinate your People/HR
1 2 3 4 5
initiatives?
13. Is a "Strategic People/HR Plan" developed and in place? 1 2 3 4 5
14. Are core competencies defined and specific plans in place to develop and maintain them? 1 2 3 4 5
15. Is your #1 core competency for all management jobs to increase the range/depth of
leadership/management skills—with a succession program and Individual Development 1 2 3 4 5
Plans (IDP's)?
16. Is there a Corporate University, 360º feedback assessments and a knowledge transfer
1 2 3 4 5
process in place to create a real learning organization?
17. Do all employees have the information, equipment, training and career development plans
in place to succeed in their jobs while ensuring core competencies are developed and 1 2 3 4 5
maintained?

All rights reserved D O N O T D U P L I C A T E Page

Page22
ICCV:9.20.2006
ISTL:9.20.2006 www.HainesCentreAssessments.com • 1420 Monitor Road • San Diego • California • 92110-1545 • 619-275-6528 • Fax 619-275-0324 • info@HainesCentreAssessments.com
 H AI NE S C EN T R E A S SESSM EN T S

Big Three Failure Issue #2 (Missing Culture Attunement) - Continuation No A Little Some Mostly Yes Comments
18. Does the organization have a positive team and customer-focused, results-oriented work
1 2 3 4 5
culture that "walks the talk" about its Core Values?
19. Do all levels of the organization have an effective Performance Management Process in
1 2 3 4 5
place?
20. Is total compensation (i.e., incentive programs, pay, benefits and recognition systems) tied
effectively to your Strategic Plan (especially to your measurable goals, strategies and 1 2 3 4 5
values)?
21. Is employee involvement, empowerment, delegation and participative management the
1 2 3 4 5
normal way in which you operate?
22. Is internal communications and feedback frequent and meaningful throughout the
1 2 3 4 5
organization (up/down, cross-functional)?
SECTION II AVERAGE (score / 11) =
Big Three Failure Issue #3 (Missing Economic Alignment)
III. Customer Delivery System—"Alignment" of Delivery to the Customer
23. Has a "Business Assessment and Redesign" been conducted to ensure watertight integrity
1 2 3 4 5
and fit of all parts, processes and people in support of the Strategic Plan?
24. Is Continuous Improvement part of the culture with specific quality process improvement
1 2 3 4 5
teams/projects in place?
25. Is a value-chain management process/project underway to tie customer and supplier
1 2 3 4 5
together?
26. Are cross-functional teams trained, built and effective in supporting customer delivery? 1 2 3 4 5
27. Is customer research and measurement ongoing? 1 2 3 4 5
28. Do you have up-to-date communications technology in place (including Intranet, EDI, digital
1 2 3 4 5
lines, customer data base, etc.) and successfully supporting the entire firm?
29. Are effective strategic marketing and sales management processes in place? 1 2 3 4 5
30. Are clear and effective distribution channels established (including e-commerce)? 1 2 3 4 5
31. Are new products and services developed on a regular basis with sales/margin goals set
1 2 3 4 5
for the first two years?
32. Are department customer service standards and a "customer recovery strategy" in place for
1 2 3 4 5
each department?
33. Do we display convenience, responsiveness and flexibility as keys to customer
1 2 3 4 5
satisfaction?
SECTION III AVERAGE (score / 11) =

All rights reserved D O N O T D U P L I C A T E Page

Page33
ICCV:9.20.2006
ISTL:9.20.2006 www.HainesCentreAssessments.com • 1420 Monitor Road • San Diego • California • 92110-1545 • 619-275-6528 • Fax 619-275-0324 • info@HainesCentreAssessments.com
 H AI NE S C EN T R E A S SESSM EN T S

CREATING CUSTOMER VALUE

BEST PRACTICES RESEARCH
SCORE SHEET
SCORING Total Score Average
I. Strategic Management System - used to run the company / 11 =
II. People System as a Competitive Advantage-Attunement / 11 =
III. Customer Delivery System—"Alignment" of Delivery to the Customer / 11 =
Overall Total Score / 33 =
Circle where you fit in A-D:
A. 132-165 points Doing excellent in Proven Best Practices – No Big 3 Failures, congratulations, keep it up!
B. 115-131 points Doing average in Proven Best Practices – Watch for Failures, but need continuous improvement.
C. 82-114 points An important need for improvement in Proven Best Practices – Big 3 Failures are present, get a game plan and get it going now!
D. 67-82 points A critical need for improvement in Proven Best Practices – Overhaul your organization immediately.
E. 33-66 points A failure in Proven Best Practices on creating Customer Value-Shame on you.

Action Plan: Big Three Failures

#1. Where did we score our greatest improvement needs in Strategic Management? How to begin improving Lead? When

#2. Where did we score our greatest improvement needs in Cultural Attunement? How to begin improving Lead? When

#3. Where did we score our greatest improvement needs in Economic Alignment? How to begin improving Lead? When

DO NOT DUPLICATE
WITHOUT EXPRESSED WRITTEN CONSENT
For additional copies or a one-year unlimited Internal
Reproduction Only (IRO) license, contact us at
info@HainesCentreAssessments.com

For books and comprehensive materials, visit

www.SystemsThinkingPress.com
All rights reserved D O N O T D U P L I C A T E
ICCV:9.20.2006
ISTL:9.20.2006 www.HainesCentreAssessments.com • 1420 Monitor Road • San Diego • California • 92110-1545 • 619-275-6528 • Fax 619-275-0324 • info@HainesCentreAssessments.com
Page 4