Sample Report - Enterprise 2013

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© 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




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




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




4. Executives feel it's important for employees to have an understanding of our strategy.


57%

26%

22%

33%

59%

43%

10%12%

26%

0% 3%

9%





7. Most employees know who our main competitors are and how we’re different from

them.


31%

12%

22%

61%59%

33%

6%

26%

36%

2% 3%

9%





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




Leadership

8. Executives have sufficient credibility with employees to lead the execution of

strategy.


56%

37%

9%

38%

42%

46%

0%

11%

26%

6%

10%

19%





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




Balanced Metrics

13. Key performance indicators help employees stay focused on delivering unique

customer value.


24%

27%

13%

28%

42%

37%

33%

18%

26%

15%

13%

24%





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




Activities & Structure

17. Employees use their knowledge of the strategy to help prioritize their daily activity

and task list.


7%

12%

9%

53%

66%

47%

33%

19%

33%

7% 3%

11%





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




Human Capital

21. Employees receive training that enables them to perform activities that contribute

to effective execution of the strategy.


27%

61%

9%

47%

22%

47%

26%

6%

33%

0%

11% 11%





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




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




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






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.

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