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Business Agility Assessment

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How is the mindset in your organization regarding the need for different leadership in a high VUCA environment?

Our leaders believe that leadership models and organizational design need not change.

Some of our leaders believe that change is necessary to succeed.

Our leaders believe that new leadership models and organizational design are needed to succeed.

How would you describe willingness of leaders to invest in their growth towards more agile leadership?

Our leaders are not actively seeking to become more agile.

Some of our leaders are making some effort to become more agile.

Our leaders are fully committed to becoming great agile leaders.

How decisions are made around how to achieve an outcome to be taken by those doing the work?

Tactical decisions are taken largely by leaders removed from the work.

Some, tactical decisions are taken by those closest to the work with the rest taken by leaders.

Tactical decision are taken by those closest to the work as they have the most information.

Do Leaders in your Organization take ownership of curating a great organizational culture?

Leaders do not actively focus on curating the organizational culture.

Leaders pay some attention to curating the organizational culture.

Leaders regard curating the organizational culture as one of their main responsibilities.

How would you describe your culture, Is it aligned with flexibility, adaptiveness and experimentation?

Our organizational culture is focused heavily on rules, processes and efficiency

Our organizational culture is balanced between rules, processes and experimentation.

Our organizational culture is focused heavily on experimentation, creativity and adaptiveness.

Company policies to incentivize and reinforce behavior with our stated values.

The policies and incentives are not at all aligned with our stated values.

The policies and incentives are somewhat aligned with our stated values.

The policies and incentives are completely aligned with our stated values.

How would you describe designing of the organization around the flow of customer value rather than functions?

Our organization is designed around functional tasks.

Our organization is designed around a mix between functional tasks and customer value.

Our organization is designed around the flow of customer value.

How would you describe the environment for collaboration and teamwork?

Work is carried out by individuals operating in silos with many hand-offs.

Work is carried out by individuals who collaborate occasionally.

Work is carried out by cross-functional, collaborative, high-performance teams

What is the environment for inter-team collaboration and cooperation across organizational boundaries?

Our teams operate largely in silos with many inter-team hand-offs.

Some of our teams collaborate with each other.

Our teams collaborate and cooperate with other teams even across boundaries.

What is the clarity around the positive change the organization seeks to bring about for customers?

Leaders rarely communicate the mission, purpose, and values but people are not clear about them.

Leaders sometimes communicate the mission, purpose, and values but they are not built into the fabric of the organization.

Leaders continually communicate the mission, purpose, and values and people are rewarded for acting in alignment.

How would you describe the flow of information in your organization?

Leaders keep information to themselves and show little trust in people. Policies reflect this view.

Some information is shared when necessary and there are moderate levels of trust.

Leaders promote the free flow of information foster high levels of trust.

Alignment of HR policies to those conducive to create effective knowledge workers.

We have individual incentives and annual performance reviews undertaken by managers.

We have a mix between individual and team-based incentives and quarterly performance reviews.

We have team-based incentives, continuous development and coaching and team-based reviews.

How would describe your Organization's investing in products and services which endure over temporary projects?

Investments are aligned to temporary projects based on deliverables.

Investments are made in a mix of products, value streams and projects.

Investments are aligned to enduring, customer focused products.

Does your Organization allow evolution of solutions through fast-feedback and continual course-correction?

Our organization works to fixed-scope, fixed-date deliveries.

Our organization allows some evolution of solutions, but they are largely fixed up-front.

Our organization uses feedback and course correction to deliver the best possible solution.

How is the testing of new business ideas quickly and cheaply with real customers before ramping up investment?

A few large investments are made up-front and in full, based solely on business cases.

Medium-sized investments are taken and then increased based on delivery of value.

Many small investments are made, and funding is continued, based on learning and customer data.

How does your Organization use tools, techniques and frameworks which are contextually appropriate?

Our organization blindly adopts off-the-shelf processes and frameworks by the book.

Our organization uses mix of off-the-shelf and context-based approaches.

Continually experiments with better ways of working based on context.

How does the work flow through the system?

Large batches of value get released to customers around 1-4 times per year.

Medium-sized batches of value get release to customers 1-4 times per quarter.

Small batches of value get released to customers 1-4 times per week.

How would you describe the focus and initiatives?

Multiple initiatives are in progress at any time causing much context switching.

Team and/or individuals switch between 2-4 initiatives at any one time.

Teams can focus on only the highest value initiative at any point in time.

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