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Agree Strongly |
Agree Somewhat |
Disagree Somewhat |
Disagree Strongly |
| 01) |
Leadership has a strong sense of urgency about the need to renew and prepare the organisation for emerging realities in the contextual environment |
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| 02) |
Leadership sees a clear connection between market and competitive realities and the urgency to change |
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| 03) |
We have identified and have had in-depth conversations about the risks and opportunities we face |
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| 04) |
The leadership that together have the power to act and implement changes are aligned with each other |
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| 05) |
We have identified and assembled the leadership who are essential to leading the changes required |
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| 06) |
The leadership, critical to changes, are willing and able to work together on those changes |
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| 07) |
Leadership has created a clear and compelling Vision (Desired Results) of the changes that must occur |
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| 08) |
Strategies are developed and in place that will achieve those Desired Results |
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| 09) |
Vision (Desired Results) and Strategies effectively communicated, specifically the "why" of the changes |
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| 10) |
All the communication vehicles are used to deliver the message about Vision (Desired Results) and Strategies |
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| 11) |
New behaviours are modelled by the core leadership group in the organisation |
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| 12) |
The leadership are empowered to act out the Vision (Desired Results) |
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| 13) |
All "structural" obstacles to effective change in the system are removed, starting with the highest leverage areas. The leadership see the organisation as a system |
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| 14) |
Systems, key processes and structure that undermine the Vision are themselves being changed |
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| 15) |
Risk-taking and non-traditional ideas, activities and actions are encouraged |
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| 16) |
Short-term wins are planned to demonstrate early positive results |
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| 17) |
Visible performance improvements are planned, and specific indicators identified |
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| 18) |
Rapidly harvesting improvements is a high priority |
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| 19) |
Appropriate rewards and recognition processes reward leadership and other employees for positive results they create which move the organisation toward the vision |
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| 20) |
Leadership consolidates improvements and produce still more change |
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| 21) |
Increasing credibility is used to further change systems, key processes and structure that does not fit in the vision |
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| 22) |
Employees and leadership who can implement the vision are hired, developed, and promoted. Capacity building is a high priority |
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| 23) |
The process is continually reinvigorated by introduction of new projects, themes and change agents |
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| 24) |
The new approaches, systems and structure are institutionalised to ensure continuity |
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| 25) |
Succession and Leadership Development are reinforcing behaviours that ensure corporate success |
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