pb los - sample individual indicatorv7

7/28/2019 PB LOS - Sample Individual Indicatorv7

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Version 2.0

7/1/2013

Created by: Prana Business LLC

Line-of-SightSample Individual IndicatorReport John Smith (Manager)

1 Copyright 2013 Prana Business LLC All Rights Reserved


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2

Congratulations! You have just experienced the Line-of-Sight individual indicator. This

simple and compelling leadership tool is designed to ensure managers have the required

skills and abilities to align their teams around a common direction and game plan.

Line-of-Sight uses the Keys to StrategyExecution 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 andshaping strategies with thousands of managers

across dozens of mid-cap and enterprise-sized firms.

In addition, Line-of-Sight integrates a

cutting-edge assessment and learning approach

called Confidence-Based Marking (CBM). CBM

fuses both a persons knowledge of a concept, (such

as strategic alignment) with their level of confidence

in their knowledge into a more complete andpowerful set of responses to each item presented

throughout the following report. Individuals

responded to the items in the questionnaire and

they were asked to make a choice between four

possible statements. As a result, each of their

responses were then plotted into one of the four

quadrants in the diagram.

Not Sure

Misaligned Aligned

Confidence-Based Marking

ALIGNMENT

CONFIDENCE

?

Inconsistent Execution

Doubtful Decision-Making

Uneasy or Anxious Talent

Disconnected Leadership

Dissatisfied Culture

Weak Market Power

Optimal Execution

Solid Decision-Making

Engaged Talent

Strong Leadership

Culture of Commitment

Competitive Advantage

Crippled Execution

Flawed Decision-Making

Cynical Workforce

Ineffectual Leadership

Demotivated Culture

Unstable Market Power

SomewhatAligned

Mediocre Execution

Slow Decision Making

Confused Talent

Reluctant Leadership

Culture of Compliance

Running in Place

Copyright 2013 Prana Business LLC All Rights Reserved


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Section One: Strategic Understanding

3

STRATEGICUNDERSTANDING

LEADERSHIP

BALANCED

METRICS

ACTIVITIES

& STRUCTURE

HUMAN

CAPITAL

MarketDiscipline




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2. My immediate team has a good understandingof the company's strategy or game plan.

4

STRATEGIC

UNDERSTANDING

Not Sure

Misaligned Aligned


ALIGNMENT

CONFIDENCE

?






Weak Market Power

Optimal Execution


Engaged Talent

Strong Leadership Culture of Commitment


Crippled Execution


Cynical Workforce

Ineffectual Leadership Demotivated Culture


SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

Response Choice

I am confident this

statement is accurate

Im somewhat confidentthis is accurate; I wish Iwere more confident

This statement is

NOT accurate

Im really not sure



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3. The leadership in our company feels its important for allemployees to have an understanding of the strategy.

5

Response Choice

I am confident this



This statement is

NOT accurate

Im really not sure

STRATEGIC

UNDERSTANDING

Not Sure

Aligned


ALIGNMENT

CONFIDENCE

?






Weak Market Power

Optimal Execution


Engaged Talent



SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

Misaligned

Crippled Execution


Cynical Workforce





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Aligned


ALIGNMENT

CONFIDENCE

Optimal Execution


Engaged Talent



SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

Misaligned

Crippled Execution


Cynical Workforce



6. My immediate team members know who our maincompetitors are and how we differentiate from them.

6

Response Choice

I am confident this



This statement is

NOT accurate

Im really not sure

STRATEGIC

UNDERSTANDING

Not Sure?






Weak Market Power



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Snapshot: Strategic Understanding

7

STRATEGIC

UNDERSTANDING

Considerations:

What are the implications of these scores for Johnand his immediate team? How would others onhis team respond to these important items?

ALIGNED

SOMEWHAT ALIGNED

MISALIGNED

NOT SURE


The responses in this first section show

that John is somewhat confident that histeam members understand the Company

strategy. However, he also indicates that

he wishes he were more confident. This

tells us that he feels its importantfor his

team to have an understanding of the

firms strategy but


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Section Two: Leadership

8


LEADERSHIP

BALANCED

METRICS

ACTIVITIES

& STRUCTURE

HUMAN

CAPITAL

MarketDiscipline



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Not Sure

Misaligned Aligned


ALIGNMENT

CONFIDENCE

?






Weak Market Power

Optimal Execution


Engaged Talent



Crippled Execution


Cynical Workforce



SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

9. Leaders continually communicate the company strategyin a clear, meaningful, and actionable way.

9

LEADERSHIP

Response Choice

I am confident this



This statement is

NOT accurate

Im really not sure



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Snapshot: Leadership

10

Leadership capabilityis one of the most

valuable intangible assets within acompany. Research shows that investors

pay a premium for strong leadership

because its a powerful leading indicator

to financial performance.

Johns responses may be uncovering anumber of compelling

Considerations:

What are the implications of these scores for John

and his immediate team? How would others onhis team respond to these important items?

LEADERSHIP

ALIGNED

SOMEWHAT ALIGNED

MISALIGNED

NOT SURE



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Section Three: Balanced Metrics

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LEADERSHIP

BALANCED

METRICS

ACTIVITIES

& STRUCTURE

HUMAN

CAPITAL

MarketDiscipline



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Not Sure

Misaligned Aligned


ALIGNMENT

CONFIDENCE

?






Weak Market Power

Optimal Execution


Engaged Talent



Crippled Execution


Cynical Workforce



SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

11. Our team goals and performance measures help usstay focused on delivering unique customer value.

12

BALANCED

METRICS

Response Choice

I am confident thisstatement is accurate


This statement is

NOT accurate

Im really not sure



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Snapshot: Balanced Metrics

13

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 Company.

Johns results show that work could be done

to bolster the confidence that employees

have in their goals. This is a first step in

Considerations:What are the implications of these scores for Johnand his immediate team? How would others onhis team respond to these important items?

BALANCED

METRICS

ALIGNED

SOMEWHAT ALIGNED

MISALIGNED

NOT SURE



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Section Four: Activities & Structure

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LEADERSHIP

BALANCED

METRICS

ACTIVITIES

& STRUCTURE

HUMAN

CAPITAL

MarketDiscipline



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Not Sure

Misaligned Aligned


ALIGNMENT

CONFIDENCE

?






Weak Market Power

Optimal Execution


Engaged Talent

Strong Leadership



Crippled Execution


Cynical Workforce


Demotivated Culture


SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

15. We use our knowledge of the company's strategyto help prioritize our daily activity and task list.

15

ACTIVITIES

& STRCUTURE

Response Choice



This statement is

NOT accurate

Im really not sure



16/22

Snapshot: Activities & Structure

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Activities including tasks and projects arethe basic units of competitive advantage.When team members know how their dailytasks contribute to customer value this canhelp create a deeper sense of individualmeaning and purpose.

The essence of strategylies in choosingwhat not to do. MICHAEL PORTER

ALIGNED

SOMEWHAT ALIGNED

MISALIGNED

NOT SURE

Considerations:


ACTIVITIES

& STRCUTURE



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Section Five: Human Capital

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LEADERSHIP

BALANCED

METRICS

ACTIVITIES

& STRUCTURE

HUMAN

CAPITAL

MarketDiscipline



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Response Choice



This statement is

NOT accurate

Im really not sure

Not Sure

Aligned


ALIGNMENT

CONFIDENCE

?






Weak Market Power

Optimal Execution


Engaged Talent

Strong Leadership



SomewhatAligned

Mediocre Execution


Confused Talent



Running in Place

18. We receive training which enables us to perform activities thatcontribute to the effective execution of our company's strategy.

18

HUMAN

CAPITAL

Misaligned

Crippled Execution


Cynical Workforce


Demotivated Culture




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Snapshot: Human Capital

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Oftentimes organizations provide

training anddevelopment programs

based on the latest fadrather than on

what makes the company different.

The responses in this section suggest thatJohn should

Aligned

Somewhat AlignedMisaligned

Not Sure

Considerations:


HUMAN

CAPITAL



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Snapshot: Market DisciplineOrganizations need to deliver reasonably and adequately on many areas of customer

value such as innovation, customization, low-cost, etc. However, attempting to be great

or differentiate in too many types of customer value can be disastrous. Why? Becausedifferent types of customer value can require completely different sets of activities that

team members must choose to perform. Different activities require different skills and

abilities as well. Many of those activities can be in conflict with each other. Trade-offs

must be made by team members. When prioritizing activities, team members need a

consistent strategy to serve as the framework for decision making and choosing

important trade-offs. Without a clear value proposition at the center of strategy team

members dont have a consistent foundation and often choose incompatible activities.

This can drive ineffectiveness in the value chain that ultimately leads to economic

inefficiencies.

For example: a vice president of sales might be pushing his or her team to emphasize

that their company can be flexible and customize the product or service. At the same

time, a vice president of operations might be stressing the importance of lean

manufacturing and process optimization as to limit variations and inconsistencies in

their product or service. Those two vice presidents may actually be limiting the company

by emphasizing incompatible activities. Flexibility and customization require variation.

Process optimization removes variation.

OPERATIONALEXCELLENCE

PRODUCTOR SERVICE

INNOVATION

CUSTOMERINTIMACY

DONT KNOW

Considerations:What are the implications of these scores for Johnand his immediate team? How would others onhis team respond to these important items?

Knowledge

CERTAIN

SOMEWHATCERTAIN

NOT CERTAIN

Certainty

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MARKET

DISCIPLINE


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