Business Performance Metrics Assessment - Definition

Definition of Organizational Maturity and Performance

Level 1

In this level, certain individuals play a key role in driving the business unit performance. The Business Unit just breaks-even, though it makes a product. People decide without a repeatable method. Carrying out the strategy doesn’t measure results or key performance indicators. The strategy doesn't change with the market, risks or competition. People behaviors  do not present a common strategy to customers. Company structure doesn’t align with the culture and strategy. The time people spend isn't fully used or matched to the work where they will excel. The Unit doesn’t carry out quality assurance to erase waste or track costs real-time. Customers see on-time delivery issues because of unclear ranking of work. People in the unit find it hard to link the purpose of projects with the unit’s goals and objectives.

Level 2

In this level, marketing isn’t active. The company brand isn't a competitive advantage. Marketing messages are inconsistent. Because of unrepeatable methods, people don’t shine. Unit goals and individual objectives contribute little to carry out the overall plan. Risk review methods don’t fully cover the risks to the goals and objectives. Culture doesn’t align with strategy and structure. Some of the projects turn out profitable and meet customer expectations but they are accidental. Unit doesn’t rank work real-time. Some the work trickles out of the executive priorities and is invisible to the methods for using people’s time. Quality assurance is collecting the costs; yet waste remains. Customers see on-time delivery on some projects but it isn’t predictable across-the -board. People understand the project priority and connect it to the Unit's objectives but aren’t able to rank their work in real-time.

Level 3

In this level, marketing adds value. Company delivers a competitive brand advantage. People align towards a common strategy. The sales goals beyond 5 years are clear to customers and employees. Strategy is nimble, adjusts to market risks and competition. Unit culture is competitive and customers prefer working with its employees. The structure supports the culture and strategy. Real-time ranking of work fully uses people’s time. Unit matches them to their talents. Company checks goals to see if right number of people are available to carry out the strategy today - and the future. Customers see the Unit’s strength in carrying out strategy. The Unit manages risk and competition. Quality assurance removes waste by actively managing costs.

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