Operational Performance Management Survey
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In this survey, there are a number of highlighted concepts (Strategy Review Framework, Initiative Management, Customer Performance Management, etc) as well as a number of questions under each concept to help frame the concept. On a 1-10 scale (see below) enter your answer for the concept (not each individual question) and describe a couple of things that explain why you give it the score you did.

For example:

2. Our ability to understand our customer leaves us too often in reaction mode. Over the last year we have lost a couple of key customers because we were not listening to them.

1. Strategy Review Framework

Is there a common Strategy framework that everyone uses?
Are KPIs and Initiatives linked to strategic objectives and annual goals?
Is the process consistent across departments and business units?
Is there a formal management process where KPIs are reviewed, not just budget to actual?
Are KPIs well defined, commonly understood, understand what they impact?
Is performance reviewed as a punishment?
Is the culture willing to be managed by numbers?

Strategy Review Framework Is there a common Strategy framework that everyone uses? Are KPIs and Initiatives linked to strategic objectives and annual goals? Is the process consistent across departments and business units? Is there a formal management process where KPIs are reviewed, not just budget to actual? Are KPIs well defined, commonly understood, understand what they impact? Is performance reviewed as a punishment? Is the culture willing to be managed by numbers?

2. Initiative Management

How many initiatives does the organization have on-going at any point in time?
Are most initiatives completed?
Are initiatives ever canceled?
Is there a formal review of relevance and value add?
Are initiatives aligned to strategy?
Are most of the initiatives scheduled to complete on the last day of the year?
How much money is tied up in initiatives?
Do initiatives have formal ownership and responsibilities at the right level of the organization?
Is there a PMO office outside of IT?
Are initiatives usually lead by IT with little business representation?

Initiative Management How many initiatives does the organization have on-going at any point in time? Are most initiatives completed? Are initiatives ever canceled? Is there a formal review of relevance and value add? Are initiatives aligned to strategy? Are most of the initiatives scheduled to complete on the last day of the year? How much money is tied up in initiatives? Do initiatives have formal ownership and responsibilities at the right level of the organization? Is there a PMO office outside of IT? Are initiatives usually lead by IT with little business representation?

3. Environmental Scanning

Do you have a formal process to assess and discuss what is happening in the market?
Is there a competitive team?
Are products and services compared at the executive levels?
Do you proactively track and discuss competitive performance?
Do you do any gamesmanship around your competitors?
Do you have a track record of being in front of the market?
Is there value in your market of being the first or second mover?
Does the analyst community actively assist you?
Do you win most engagements?
Do you lose to your biggest competitors, or niche players?

Environmental Scanning Do you have a formal process to assess and discuss what is happening in the market? Is there a competitive team? Are products and services compared at the executive levels? Do you proactively track and discuss competitive performance? Do you do any gamesmanship around your competitors? Do you have a track record of being in front of the market? Is there value in your market of being the first or second mover? Does the analyst community actively assist you? Do you win most engagements? Do you lose to your biggest competitors, or niche players?

4. Time & Meeting Management

Do people know where to focus their energies on a daily basis?
How much money is spent on meetings across the organization?
Are people consistently scheduled for meetings, or are people included to make sure feelings aren’t upset?
Does the organization continually fight fires, or react to issues?
Do you have a process to formally review individual actions?
Does the organization communicate the outcomes of core meetings and direction changes?
Do people feel they have too many meetings to attend?

Time & Meeting Management Do people know where to focus their energies on a daily basis? How much money is spent on meetings across the organization? Are people consistently scheduled for meetings, or are people included to make sure feelings aren’t upset? Does the organization continually fight fires, or react to issues? Do you have a process to formally review individual actions? Does the organization communicate the outcomes of core meetings and direction changes? Do people feel they have too many meetings to attend?

5. Sales Performance

Do your sales people understand how quotas, account assignments and other metrics are developed?
Are sales measures aligned with corporate strategy?
Are there formal pricing and discounting procedures?
Is marketing focus aligned with corporate objectives?
Does sales operations have appropriate span of control?
Is there a formal sales forecasting methodology being followed?
Does the organization assess sales opportunities early on before investing resources in pursuing?
Are there deal profile criteria that must be met in order to pursue?
Are there too often exceptions to these requirements?
Does the organization often learn of large deals that close to competitors after the fact?

Sales Performance Do your sales people understand how quotas, account assignments and other metrics are developed? Are sales measures aligned with corporate strategy? Are there formal pricing and discounting procedures? Is marketing focus aligned with corporate objectives? Does sales operations have appropriate span of control? Is there a formal sales forecasting methodology being followed? Does the organization assess sales opportunities early on before investing resources in pursuing? Are there deal profile criteria that must be met in order to pursue? Are there too often exceptions to these requirements? Does the organization often learn of large deals that close to competitors after the fact?

6. Customer Performance

Is your customer churn higher than industry averages?
Is the cost to service customers (individual or segments) measured?
Does the organization conduct periodic reviews of customer profitability?
Does the organization have a policy of proactively managing channel access by customer profitability?
Does the organization have a formal post sales customer on-boarding process?
How effectively is customer survey information used to drive decisions?
Does your organization has an C-level customer service role?
Does the sales force use Customer Profitability as a sales tool in negotiation?

Customer Performance Is your customer churn higher than industry averages? Is the cost to service customers (individual or segments) measured? Does the organization conduct periodic reviews of customer profitability? Does the organization have a policy of proactively managing channel access by customer profitability? Does the organization have a formal post sales customer on-boarding process? How effectively is customer survey information used to drive decisions? Does your organization has an C-level customer service role? Does the sales force use Customer Profitability as a sales tool in negotiation?

7. Product Performance

Does your organization effectively employs JIT or similar inventory management techniques?
Is your supply chain fully integrated?
Is your product roadmap clearly communicated within your organization?
Does R&D/NPD routinely meet with customers?
Can product management clearly articulate the key needs of each market segment?
Does the organization have a formal policy around collecting customer feedback to incorporate into the Development process?
Is there a formal process for innovation?
Is innovation discussed and managed at the executive level?

Product Performance Does your organization effectively employs JIT or similar inventory management techniques? Is your supply chain fully integrated? Is your product roadmap clearly communicated within your organization? Does R&D/NPD routinely meet with customers? Can product management clearly articulate the key needs of each market segment? Does the organization have a formal policy around collecting customer feedback to incorporate into the Development process? Is there a formal process for innovation? Is innovation discussed and managed at the executive level?

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Operational Performance Management Survey
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