Assessment - Corporate Culture
Every Agile and organizational transformation requires an Enterprise assessment followed by recommendations by experts in the industry. These experts have solid experience about what works and what doesn't work, and can make empirical based recommendations, facilitate value stream workshops, and gauge where the bottlenecks are and level of maturity for adoption. Below is A2F's Enterprise assessment model, which can also be downloaded from the Templates and Decks section of the playbook.
Sample Stakeholders
| Participant Names: | |
|---|---|
| Program Portfolio Name: | |
| Questions | Response |
| What words would you use to describe this organization? Give examples of each word. | |
| What are you most proud of at this organization? | |
| What special attribute does the founder/leader possess that has influenced the character of the organization? Explain. | |
| Describe the ideals that drove the founding of this organization. | |
| What value is fundamental and distinctive to this organization since its founding? Give examples. | |
| What makes this organization feel different or unique from our competitors? | |
| Describe the personality or character of this organization. | |
| What is central to who we are as an organization that should never change | |
| What should the organization focus on and pay attention to? | |
| To effectively achieve our strategy, what principles should guide how we work? Explain. | |
| What key values, if followed, would help this organization compete and thrive? | |
| Questions | Response |
| This organization delegates authority so that people can act on their own. | |
| "The capability of the people in this organization is viewed as an important source of competitive advantage. This organization continuously invests in the skills of its employees." | |
| The "bench strength" of this organization is constantly improving. | |
| Problems do not arise in my organization because we do not have the skills necessary to do the job. | |
| Our approach to doing business is very consistent and predictable. | |
| There is good alignment of goals across levels of this organization. | |
| People from different organizational units still share a common perspective. | |
| It is easy to coordinate projects across functional units in this organization. | |
| Working with someone from another part of this organization doesn't feel like working with someone from a different company. | |
| When disagreements occur, we work hard to achieve "win-win" solutions. | |
| This organization has a strong culture. | |
| There is clear agreement about the right way and the wrong way to do things in this organization. | |
| We don't have trouble reaching agreement on key issues. | |
| There is a clear and consistent set of values in this company that governs the way we do business. | |
| This company has a positive characteristic management style and a distinct set of management practices. | |
| The managers in this company "practice what they preach." | |
| This organization has an ethical code that guides our behavior and tells us right from wrong. | |
| Ignoring the core values of this organization will get you in trouble. | |
| This organization is very responsive and changes easily. | |
| This organization responds well to competitors and other changes in the external business environment. | |
| This organization continually adopts new and improved ways to do work. | |
| Attempts to change this organization usually does not meet with resistance. | |
| Different units in this organization often cooperate to create change. | |
| Customer comments and recommendations often lead to changes in this organization. | |
| Customer input directly influences our decisions. | |
| All members of this organization have a deep understanding of customer wants and needs. | |
| We encourage direct contact with customers by members of the organization. | |
| The interests of the final customer often are accounted for in our decisions | |
| This organization encourages innovation and rewards those who take risks. | |
| We view failure as an opportunity for learning and improvement. | |
| Things don't "fall between the cracks" in this organization. | |
| Learning is an important objective in our day-to-day work. | |
| There is widespread agreement about the goals of this organization. | |
| The leaders of this organization set goals that are ambitious, but realistic. | |
| The leadership of this organization has "gone on record" about the objectives we are trying to meet. | |
| We continuously track our progress against our stated goals. | |
| The people in this organization understand what needs to be done for us to succeed in the long run. | |
| We have a shared vision of what this organization will be like in the future. | |
| The leaders in this organization have a long-term orientation. | |
| Our vision creates excitement and motivation for our employees. | |
| We are able to meet short-term demand without compromising our long-term vision. | |
| Are Roadmaps for Solutions/Product Lines reviewed and updated on a Cadence with Leadership | |
| Score |