Effectiveness Questionnaire Survey

This survey is being conducted by SMS to gather data about how effectively you think your workplace is organised. To enable us to provide the most comprehensive analysis and feedback, please answer all the questions, selecting the response that most closely matches your views.

Information collected in this survey will remain strictly confidential to the participants and to the SMS analytic team. Respondents will receive a free report and analysis giving you enhanced insight into the root causes of the problems you may be experiencing in your day to day work or your organisation may be experiencing in delivering the results it needs.

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1. In your perception, who understands the Executive’s ‘True North’ vision, goals and strategies? (check one)

In your perception, who understands the Executive’s ‘True North’ vision, goals and strategies? (check one) 0 No-one

1 Only C-level executives & their reports

2 C-level execs, their reports, Heads of Function & middle managers

3 C-level execs, their reports, Heads of Function, middle managers, programme & project managers

4 C-level execs, all managers and at least 50% of Team Leads & Engineers

5 C-level execs, all managers and at least 90% of Team Leads & Engineers

2. Which of the following statements most closely matches your organisations market position? (allocate a percentage to each option to add up to a total of 100% - e.g. allocate 20% to 1, 20% to 2, and 60% to 3)

Which of the following statements most closely matches your organisations market position? (allocate a percentage to each option to add up to a total of 100% - e.g. allocate 20% to 1, 20% to 2, and 60% to 3) 1. Our products & services are continually tuned to exactly meet the desires of each specific customer; deliveries are smoothly integrated with customer’s needs
2. We offer an unmatched combination of quality, price & ease of purchase for a limited variety of ‘commodity’ products or services offered to all-comers
3. Our products or services expand existing performance boundaries, and deliver the best experience currently achievable to customers who can afford a premium price.

3. How is work organised at the place where you work? (check the description that is most apt)

How is work organised at the place where you work? (check the description that is most apt) 0 Managers assign tasks & schedules; only they are accountable for outcomes

1 Managers assign tasks & schedules for most people; time is spent in planning & reporting; managers are accountable for outcomes

2 About half of people decide their own tasks to achieve agreed goals & deadlines; mix of planning meetings & self-reporting; accountability is shared

3 About 2/3rds of people decide own tasks to achieve agreed goals & deadlines; progress is tracked publicly; managers & most people are accountable

4 Most (4/5ths) of people decide own tasks to achieve agreed goals & deadlines; progress is routinely visible; workers & managers are accountable

5 All people decide their own tasks to achieve agreed goals & deadlines; progress is routinely visible; workers & managers are accountable for outcomes

4. How participative are designers & developers in working to improve the end-to-end process?

How participative are designers & developers in working to improve the end-to-end process? 0 Business Analysts, designers & developers work in isolation from operations & other staff

1 Business Analysts, designers & developers are distant from customers, operations & other staff

2 Business Analysts, designers & developers respond a little to customers, operations & other staff

3 BAs, designers & developers sometimes collaborate with customers, operations & other staff

4 Business Analysts, designers & developers collaborate well with customers, operations & other staff

5 BAs, designers & developers proactively seek collaboration with customers, operations & other staff

5. How well are problems resolved? (check one)

How well are problems resolved? (check one) 0 The same problem recurs but each occurrence is regarded as unique

1 Same/similar problems frequently recur

2 Same/similar problems often recur; learning is not captured systematically

3 Same/similar problems sometimes recur; lessons learned are made available

4 Same/similar problems rarely recur; learning is systematically promulgated

5 Same/similar problems never recur; learning is effective & root conditions are addressed

6. What approach to problem solving would you describe as most common in your organisation? (check one)

What approach to problem solving would you describe as most common in your organisation? (check one) 0 The solution proposed by he who shouts loudest is used

1 Solutions typically address symptoms

2 Solutions are based largely on assumptions about root causes

3 Solutions to important problems are based on gathered facts; less important issues are mostly determined by opinion

4 Solutions to most problems are based on gathered facts; solutions to a few are based on opinions

5 An evidence-based approach focused on root causes is always used, at all organisational levels

7. How does your organisation deal with change? Are decisions typically made early in the planning process, or deferred to the ‘last responsible moment’? (check one)

How does your organisation deal with change? Are decisions typically made early in the planning process, or deferred to the ‘last responsible moment’? (check one) 0 Decisions never deferred. Detailed specifications are frozen as early as possible

1 Decisions rarely deferred. Detailed specifications are frozen early; change is frequent & costly

2 Decisions sometimes deferred. Specification detail is defined according to a staged lifecycle & frozen on issue; change is common

3 Decisions are often deferred. Specifications are mostly frozen; decisions occasionally deferred; change is quite common

4 Decisions are usually deferred. Specifications are frozen as risk assessment necessitates; decisions are usually deferred as late as possible; change is quite manageable

5 Decisions are always deferred. Specifications are only frozen when risk assessment necessitates it; decisions are deferred as late as possible; change is managed well.

8. How lean is your workflow? How often are inputs & work products available just-in-time at each step of the process? (check one)

How lean is your workflow? How often are inputs & work products available just-in-time at each step of the process? (check one) 0 Never: work is usually delayed

1 Rarely: waiting is common; inventories large, turnover slow

2 Sometimes: inputs are ready not more than half the time

3 Often: inputs are ready at least half the time

4 Usually: small inventories, quick turnover

5 Always: no delays waiting for inputs

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9. The information in this survey will be treated as confidential.

Please enter your name and contact details so that we can send you your Rightshifting Analysis Report.

The information in this survey will be treated as confidential. Please enter your name and contact details so that we can send you your Rightshifting Analysis Report. Name:
EMail:
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Company:
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Effectiveness QuestionnaireExit this survey

*1. In your perception, who understands the Executive’s ‘True North’ vision, goals and strategies? (check one)