How ready is your organisation for a changing future?

Simple questions to assess the potential to benefit from transtion.
 
100% of survey complete.

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1. Name (Required.)

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2. Your email address? (Required.)

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3. What does your organisation do?
What are the customer needs that it meets?
Describe in your own words.
We're looking for the value that the organisation provides that makes customers willing to give their money, which should also be the thing you would want to continue to do whatever else changes.
(Required.)

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4. Does the organisation DEPEND on energy supplies for any of its operations?
What would happen without that energy supply?
We need to understand if the organisation has any flexibility to continue to meet customer needs if you can no longer assume that you have access to an affordable and abundant supply of energy.

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5. Does the organisation DEPEND on global supply chains for materials?
We need to understand if the organisation has awareness of, and a plan in place, to continue to meet customer needs if there were any disruption to long and complex supply chains. Does the organisation know all the layers in its supply networks? Are you aware of where the risks are? Are there aspects of supply networks that you can't see? Are there options to make supply chains shorter and simpler?

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6. Is your business driven by (that is, it depends on) Legislation or Policy?
We need to understand if the continuity of your business model requires that legislation and/or policy stay unchanged, that is, that you are providing a service that delivers compliance with legislation or a policy that could change.
Splendid Engineering advises that businesses should ensure that they can meet customer needs within the real constraints of teh operating environment, which will then make it easier to comply with any changing legislation that is also designed to address those constraints.
Depending on the constancy of policymakers introduces an unnecessary business risk.

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7. Does your organisation use a documented plan or strategy?
How far into the future does it look?
You must be able to provide a copy of the document if needed!
We want to understand how far ahead is your strategic vision. Short-term decision making has delivered profits during a period of history when the near-term future could be safely forecast as a continuation of the recent past. In a period of historical inflection, short-term vision and decision making are behaviours that introduce a very high risk of failing to change the direction of the organisation to stay safe within changing external constraints.

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8. What challenges does your Sustainability Strategy address?

If you have an adopted Sustainability Strategy, does it cover the factors that are likely to challenge the capacity of the organisation to continue to meet customer needs?
Typically, sustainability strategies address legal compliance and some measures of social impact / ESG (Environmental, social, and governance). Typically they address impacts of the organisation on the environment, but not impacts of teh environment on the organisation.

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9. In what ways is your organisation changing now, in response to external pressures?
All organsiations are changing all the time, they are never static. Are you aware of any ways in which the organisation is changing right now? These could be an intentional or reactive changes. List any recent changes that have been implemented, or any that are in-process.

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10. Thank you for taking the survey.
We hope that answering the questions starts to get you thinking differently.
Please contact Splendid Engineering if you'd like to explore how this approach could help your organisation to establish a more robust and confident forward strategy, to understand the changing constraints/risks to the organisation, and to secure the capacity to continue to meet customer needs, and thus to prosper in a changing future.

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