Surveys

Process Centered Organization (PCO) Assessment Survey

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1. STRATEGY
Our organization’s strategic goals are communicated to and understood by employees.
Our organization’s strategic goals are generally understood by management
The need for creating value for our customer has recently been the main focus of our organization.
Our organization’s strategic goals are widely shared and employees have internalized how their individual performance contributes to strategic goals
Changes to our organization’s strategic goals are implemented quickly and observable through rapid changes in our performance
Our organization’s strategic goals are linked to end-to-end process outcomes.
Our business processes are commonly regarded by our leadership as strategic assets through which we created sustainable high performance

Additional Comments:


2. PROCESS
Our organization tends to focus on tasks within a specific function (e.g. marketing, sales, operations, etc.
The employees with whom I work can name the enterprise level processes within our organization.
Our organization is currently undergoing or has recently completed business process redesign projects.
We are implementing or have recently implemented new process design rollouts, as well as rollouts of enabling technology to support our new processes.
We currently use redesigned processes in parts of our organization alongside processes that we are transitioning out of.
We have been executing our business using our redesigned processes for some time, continuously improving where necessary.
We have begun to realize significant business benefit from our redesigned processes.
Our organization’s process designs extend beyond our enterprise boundaries to include alliances with other companies.
Our organization has mechanisms for rapidly innovating on our processes, as well as continuously improving to stay competitive.




3. CULTURE
The prevailing management style in our organization is hierarchical, and characterized by command and control.
Finger-pointing between organizations is commonplace in identifying root causes of performance problems.
Our primary focus is on getting things done.
Process thinking has taken hold in our organization.
Teams of individuals have previously or are actively working on identifying root causes of their process performance.
I and those with whom I work have spent time figuring out ways to create value for our customers through our processes.
Our leadership team is clear on desired new behaviors in our culture, and outmoded behaviors in our culture that are no longer relevant.
Process-thinking is widely adopted in our organization.
I know who our Process Owners are and they are playing an increasingly visible role in influencing others regarding widespread use of our redesigned processes.
Our leadership consistently fosters a team-based culture.




4. APPLICATIONS AND SYSTEMS
Our application systems optimize functions (e.g. marketing, sales, operations) rather than processes.
Data integrity between departmental systems affects quality of information used to run the business.
Our IT organization is assessed on the value they create as well as desired outcomes.
A need for standards within the IT organization is in the process of being operationalized.
Business processes are being enabled by interim tools and applications until final rollout of process-based applications is completed.
The full benefit of redesigned business processes is limited by lack of applications and technology
Data quality issues are increasingly visible in our organization
Effective applications and tools have been implemented to enable the rollout of redesigned processes.
Employees are growing in their abilities to use the new applications and tools.
The role of Process Owners is becoming key to the IT organization. Process Owners heavily influence IT budget allocation.




5. ORGANIZATION
Our organization structure is characterized by traditional departments.
Work and task are made to fit the organizational structure, rather than work driving the optimal organization structure.
Our organization is currently experimenting with the use of cross-functional teams.
Process Owners have been designated, however, their roles and accountabilities are emerging and not yet understood by the rest of the organization.
We have recently experienced organization changes that reflect the enablement of our redesigned end-to-end processes.
Process Owners are clearly established and their influence is leading to new behaviors through process goals and measures.
The Process Owners are senior leaders in our organization.
The organization has embraced the role of the Process Owner.
Process Owners in our organization clearly represent the voice of customer.




6. SKILLS
Most employees in our organization have not yet received process education.
Today our employees’ skills are aligned to a function rather than a process (e.g. I process invoices in Accounting vs I process invoices within the Order-to-Cash process).
Process knowledge is limited to a few redesign projects within our organization.
Our organization has recently undertaken efforts to redefine skills to fit redesigned jobs as a result of a redesign effort.
We have focused, process training efforts targeting all levels of the organization.
Our leadership has been training on process management skills, which they are trying out and in the trial stage.
Process knowledge is widely held by our employees.
Skills transfer and training are developed and delivered within the context of process roles and jobs.
Skill building takes place within the context of an end-to-end process.




7. PERFORMANCE MEASURES
7.1 Performance measurement is currently focused on function performance (e.g. marketing, sales, operations, etc.).
7.2 Performance measures are shared within but not between functional areas.
7.3 Pockets of performance measures linked to end-to-end process outcomes exist in areas of the business where BPR initiatives have taken place.
7.4 Attempts at linking process outcomes to strategic measures are in the process of being developed in our organization.
7.5 Enterprise-wide, integrated performance measures are being developed linking contribution of process outcomes to strategic measures.
7.6 Individual process performers understand the linkage of their performance to overall process performance.
7.7 Our organization has in place a credible, balanced scorecard and metrics linked to process performance.
7.8 Individual as well as team contribution to process performance has been linked to compensation and other rewards (recognition, advancement, etc.).
7.9 Our organization possesses a finely tuned scorecard linked back to our strategic measures which is employed to manage the business.