7 Attributes of Agile Growth Assessment Step 1 of 8 12% First Name* First Last Name* Last Email* Your Gravitas Impact Coach* Company Name* LEADERSHIP Executive Leaders and the Executive Leadership Team are authentic, healthy and aligned. Each executive has a written personal purpose plan.* No one has a written personal purpose plan. A few have a draft personal purpose plan. A few have a final personal purpose plan. All have drafted their personal purpose plan. All have a final personal purpose plan. The Executive team meets regularly for strategy, execution and results review.* The team does not meet regularly to review and discuss strategy, execution and results. The team meets regularly, reviews and discusses some of these three areas. The team meets regularly, reviews and discusses each of these three areas in a structured format. The team meets regularly, reviews, discusses and sets actions to improve each of these three areas. The team meets regularly, reviews, discusses, sets actions and holds one another accountable for measurable progress in each of these three areas. Each executive conducts a quarterly leadership health check-up and shares it.* No one conducts a leadership health check-up. Some leaders have conducted a leadership health check-up. All leaders have conducted a leadership health check-up. All leaders have conducted a leadership health check-up and shared it. All leaders conduct a leadership health check-up, share and discuss it quarterly. How many employees do you have?*Choose...Less than 1010 to 2425 to 4950 to 249250 to 500Over 500 TALENT Executive Leaders and Managers relentlessly pursues a Culture of Trust and Accountability.The organization’s Core Purpose and Core Values are clear, visible, and integrated into day to day operations.* Core purpose and values are not documented or discussed in the culture. Core purpose and values are known, but not clearly articulated or discussed in the culture. Core purpose and values are known, articulated and regularly discussed. Core purpose and values are known, articulated, discussed and applied to business decisions. Core purpose and values are known, articulated, discussed, applied and have been systematized in hiring, coaching, disciplinary and recognition tasks throughout the culture. The organization has identified the key attributes of an ideal team member (employee) and has integrated it into recruiting, onboarding, training and feedback systems.* The organization has little or no idea of the characteristics of its ideal employee. The organization knows but has not documented the characteristics of the ideal employee to grow the organization. The organization has documented the characteristics of an ideal team player and inconsistently applies them to the selection of new employees. The organization knows and communicates the characteristics of the ideal team player, and has integrated them into the hiring and feedback processes. The organization effectively uses the characteristics of the ideal team player in all human resources areas, and has systematized it from recruiting to coaching development. The organization has communicated a well-written, visually compelling Vision to its key stakeholders.* The organization has no coherent vision and moves into the future without a plan. The organization has a vision, but it is not documented or known by all. The organization has a written vision and is communicated regularly in the culture. The organization as a well written vision, visually communicated and is alive in the culture. The organization has a compelling vision, communicated in writing and visually, and is alive in the culture and inspires and drives us into the future. What is your Annual Revenue?*Less Than 1 Million1-2.9 Million3-4.9 Million5-9.9 Million10-49.9 Million50-100 MillionMore than 100 Million STRATEGY The Organization’s Strategy provides a unique and valuable position in the market and can be stated in a short phrase.The organization maintains a current Strengths, Weaknesses, Opportunities and Threat (SWOT) matrix, with input from top talent from all levels of the organization.* The organization does not have a current SWOT matrix. The organization’s executive team annually builds and updates its SWOT. The organization’s executive team annually builds and updates its SWOT and actively uses it each quarter to help determine quarterly priorities. The organization includes middle leaders and/or A-Players each year in its update to the annual SWOT matrix, and uses it to help determine quarterly priorities. The organization includes middle leaders and/or A-Players to update its SWOT matrix semi-annually, and uses it to help determine quarterly priorities. A map of the company’s key activities (differentiators) has been built, showing the corresponding sub-activities and how they fit together in a re-enforcing manner.* The key activities that correlate to the top 3-5 differentiators have not been identified and documented. Each key activity that correlate to the company’s top 3-5 differentiators have been identified. Each key activity that correlate to the company’s top 3-5 differentiators have been identified and documented visually in a map how the fit together. The key activities for the company’s top 3-5 differentiators have been identified, along with the 3-5 primary sub-activities under each key activity, and documented visually in a map how they fit together. The key activities for the company’s top 3-5 differentiators have been identified, along with the 3-5 primary sub-activities under each key activity, and have been refined and arranged such that they re-enforce one another visually in an “Activity Fit Map”. A map of the competitive landscape is current and visually shows the company’s key differentiators.* The company does not have a current (accurate) list of its top 3-5 competitors. The company has a current list of its top 3-5 competitors. The company has a current list of its top 3-5 competitors showing and differentiators. The company has a current list of its top 3-5 competitors, their differentiators, and a map of each competitors relative position to one another. The company has a current list of its top 3-5 competitors, their differentiators, a map of each competitor’s relative position, and has chosen its 3-5 differentiators to provide a competitive advantage. What is your Annual Net Profit (as % of Revenue)?*Please enter a number from 0 to 100. EXECUTION The Organization has Annual, Quarterly and Personal Priorities that are visible, measured and activated with a 13 Week Sprint each quarter. The Executive Team and key managers meet annually to determine the single most important metric to drive company success.* The executive team and key managers don’t meet annually. The executive team and key managers meet annually but do not chose the single most important metric to drive company success. The executive team and key managers meet annually and chose the single most important metric to drive company success (the Critical Number™). The executive team updates progress of the company toward accomplishing the Critical Number™ weekly. All employees in the company know the Critical Number™ and its weekly status. Working teams gamify business problems to solve, using collective intelligence, participation, measurement, fun and rewards.* Engagement across departments to solve problems in the company is low or non-existent. Cross departmental problem solving and engagement is solid in our culture. The company uses gamification (analog or digital) to help teams collaborate and solve problems across departments and locations. Cross departmental teams are trained in gamification and they actively use them to define, solve, and report on solutions to business challenges. In addition to use of cross departmental gamification to solve problems, the culture rewards teams for accomplishment of goals and fun is a part of our culture. The Executive Team and key managers meet annually, and quarterly, to set 3-5 priorities that drive the Critical Number, Culture and Profit* The Executive Team does not have a quarterly and an annual planning sessions scheduled. The Executive Team does have quarterly and annual planning sessions scheduled. The Executive Team utilizes an independent outside trained Coach to facilitate their planning sessions. The Coach facilitated planning sessions include using the Critical Number™ to set quarterly and annual priorities. During the year, the Coach facilitated planning sessions include Critical Number™ utilization, Team Health Check-ups and Talent Reviews to build culture. How long has your organization been working with a coach?*Choose...We have never worked with a coach.Under a Year1-5 Years5+ Years PROFIT The organization has optimized cash flow and understands the forces and levers in their control to increase profit and cash.Internal cash flow and profit are measured regularly and systematically optimized.* Profit is regularly measured, but not cash flow and there is no process to optimize each. Cash flow and profit are measured at least monthly and discussed by the leadership team. Cash flow and profit are measured frequently, reported upon, and the key levers to optimize them are identified and discussed. Cash flow and profit are measured frequently, reported upon visually and a systematic process to optimize both is in place with accountability. Cash flow and profit are measured, reported upon, systematically optimized using technology, historical data and leadership collaboration. The cost and efficiency of Labor is understood, measured and optimized on an ongoing basis.* There are no metrics in place to consistently measure the cost and output value of labor. Labor costs are measured and the efficiency of labor is regularly reported to the leadership team. The efficiency of labor is measured, reported upon and has been optimized in the company. The comparison of labor cost with gross profit is used to strategically optimize the company’s labor efficiency and labor planning. Labor efficiency using labor cost and gross profit is measured, reported, is used for planning, and a system to optimize is integrated with Talent development and Marketing value propositions. The Cash Conversion Cycle is visually constructed and optimized by all key contributors throughout the company.* The cycle of cash invested to new cash generated in the company is unclear. The Cash Conversion Cycle process has been visually documented. The cash conversion cycle is visually charted into sales, build/buy, delivery and collection stages. The cash conversion cycle is visually documented and ways to improve discussed by leadership. The cash conversion cycle is well documented, with front line employees regularly involved to optimize it. Do you know the Top 3 levers to increase cash in the next 90 days?*Choose...YesNo CUSTOMER The Core Customer is well defined, a compelling promise crafted, and the Customer lifecycle from marketing to referral generation has been systematized.The organization leverages the power of content generation to strengthen its market position and attract customer, media and business partner attention.* The organization does not have a content strategy or action plan. The organization generates content for prospects and customers, but without a strategy and clear plan and an accountable leader. The organization has a content strategy, action plan with clear accountable leadership. The organization has a content strategy, action plan, with clear leadership accountability and measures its results and incorporates them into improvements. The organization has a content strategy, action plan, with clear leadership accountability and measurement, and it is driving measurable brand awareness, customer engagement, and business opportunity. The Customer Experience has been designed, optimized and yields industry leading retention, referrals and testimonials.* The organization has no written Customer Experience process. The organization has a documented Customer Experience process and accountable leadership. The organization has a visually documented Customer Experience, including the logical and emotional experiences and has accountable leadership. The organization’s Customer Experience is visually documented, includes logical and emotional experiences, with accountable leadership that measures and optimizes the process. The organizations Customer Experience is optimized in key areas and has measurably increased retention, referrals and customer testimonial generation. The organization’s brand has been carefully crafted and messaged in a story format that is compelling and elicits action by prospective core customers.* The organization’s brand is unclear and not clearly known and communicated. The organization has a written brand description, but it is not well communicated internally or externally. The organization has a written brand strategy, persona and messaging and it communicated internally and externally. The organization has a well written brand strategy, persona and messaging, and it is brought alive through written, oral and visual communication channels to all key constituents. The organization has a well written brand strategy, persona and messaging, and it alive in the minds hearts of its employees, customers and prospects, and they take action on it. SYSTEMS The organization has a systems discipline to optimize core processes, change management, decision marking and its use of technology to scale profitably. The key core processes in each of the 7 Attributes of an Agile Growth company have been visually charted and optimized, with accountable leadership.* The organization has not identified its key core processes. The organization has identified its key core processes in each of the 7 Attributes. The organization has identified and visually charted a portion of the key core processes in the 7 Attributes. The organization has identified and visually charted all of its core processes in each of the 7 Attributes, and each process has an accountable leader. The organization has identified, visually charted, assigned accountable leadership in all of its core processes in the 7 Attributes, and each one has optimized metrics in place. The organization has a process for change management and all key contributors use it to produce a culture of speedy yet nimble execution and adaptation to changing conditions.* The organization has no written process for change management. The organization has a written process for change management. The organization as a written process for change management and it is communicated to all employees. The organization has a written process of change management, it is well communicated and used regularly by all employees. The organization has a written process for change management, it is well communicated, used consistently by employees, and has created a culture of rapid, skillful adaptation to changing conditions without drama. A strategic Technology roadmap has been built to ensure relevant technology is applied to systematize processes, maximize profitability, and automate labor intensive routine tasks.* The organization has no technology plan or roadmap and it disrupts and distracts the business from effective growth and profitability. The organization has a technology plan that results in Information Technology operating as a utility, meeting technical needs. The organization has a technology roadmap and it contributes to improved business productivity. The organization has a technology roadmap, systematizing processes, automating routine tasks and enhances the business growth in a strategic manner. The organization has a strategic technology roadmap, executes it with precision, and it maximized profitability and drives innovation.
