Future-Fit Test

Question 1

How well is your strategy understood by everyone, and implemented across the enterprise?

required

We don't have a documented strategy so not sure

We have a defined strategy but it’s hardly seen by everyone

We have a defined strategy that’s well communicated and entrenched across the enterprise

Question 2

Do you have a transformation roadmap in place to enable and monitor strategic initiative execution?

required

No, we don't monitor strategic initiatives

We monitor strategic initiatives but not very effective

We have an integrated approach to corporate planning and initiative prioritisation, as well as aligning and monitoring initiatives in a structured manner

Question 3

Have you used strategy as input into how organisation design or redesign should be approached?

required

No, our strategy and organisation design do not align

We do discuss strategy but it seems the organisation design is still done in silo and isolation

We use our strategy to establish our design intent and make use of design principles to guide all organisation design activities. Our organisation design effort is deliberate and structured

Question 4

Does your enterprise use a Target Operating Model? And if so, how does this enable or support your organisation?

required

No, we don't have a Target Operating Model

We have a conceptual Target Operating Model where departments or activities are drawn

We have a clearly defined Target Operating Model and use it to break down silos and enable our enterprise strategy

Question 5

Is your Target Operating Model in a central repository and available for employees to collaborate and co-create?

required

No, not sure where to find the latest Target Operating Model

We have a Target Operating Model but it is only available upon request

We have an online central repository where the latest version of our Target Operating Model is stored for all employees to contribute and collaborate on

Question 6

How well Is your Target Operating Model defined and described?

required

We don't have a Target Operating Model

Vague and incomplete and not a reflection of how we operate

Our Target Operating Model clearly outlines how we will operationalise our strategy and make it easy to understand our enterprise capabilities

Question 7

Do you have a particular approach when designing a new organisation structure, and in specific how you gather inputs or requirements?

required

No, we don't follow an approach, it’s normally designed by the 'boss'

To some extent, we provide inputs in a workshop but not sure if it makes a difference

Yes, we adopt a systematic approach using an online platform wherein collective inputs from various stakeholders and employees across the enterprise are captured

Question 8

Do you follow a structured design thinking process when redesigning the organisation?

required

No, it is mostly static and mechanistic

We are mechanistic but we engage and involve key employees in this process

We use an online platform that is available for all employees to view, participate and collaborate on. Employees' inputs are valuable and this helps us to design the organisation in an agile yet iterative way

Question 9

How do you involve employees and key stakeholders throughout the organisation design process to ensure buy-in and improve the likelihood of success?

required

We don't, employees are never involved

We have conversations with our managers but not sure if this has any bearing on the enterprise design

We adopt a process where we use employee inputs to validate our strategy, Target Operating Model and processes to co-create our future together

Question 10

Is preparing your work environment for organisational change easy and normally done well?

required

No, it is extremely hard and time-consuming

We follow an approach but we never seem to gain the trust of all employees in this process

Yes, our employees are part of the entire organisation design process and because their inputs count we build trust and buy-in

Question 11

How do you ensure all voices are heard and accounted for during the organisational change process?

required

We don't place a lot of value on gathering inputs from our employees

We have engagement sessions and workshops, but they’re very difficult to co-ordinate due to diaries and remote working

We make use of a cloud platform to solicit inputs, comments and viewpoints from our employees throughout the organisation design process

Question 12

How do you ensure buy-in is achieved when shifting towards a new organisational structure?

required

Buy-in is seldom reached and the desired end state never really materializes

We provide inputs and raise issues or concerns. but we’re not sure if this is dealt with or even considered in final decisions

Our employees are part of the entire design process, and through their valuable inputs and participation co-create the future together

Question 13

How do you ensure that the necessary support processes and systems are designed and departments work together to enable the organisation?

required

We have silos and departments seldom talk to each other

We use SLA's to measure and manage these relationships, but it is mechanistic and at an arm's length

We deliberately design and align the entire enterprise to ensure we meet our intended goals and ambitions together

Question 14

What is your business process maturity and do you have the means to improve or change processes in support of your core value chains?

required

Low process maturity, we have ad-hoc and chaotic processes delivered by key employees

Medium maturity, our processes are reviewed or revised as needed and controlled to meet requirements, but seldom stretch beyond a department or business unit

High maturity, processes are continually improved based on quantitative measures whilst process improvement objectives are used to manage process improvement allowing us to respond rapidly to changes and or opportunities

Question 15

Is your organisation design aligned to how your processes are executed?

required

No, our organisational structures are boxes on paper and not aligned to real work

To some extent, we have placed value in unpacking our value chain and underlying processes but unable to assign accountabilities

Yes, our processes are informed by our strategy and Target Operating Model that informs the roles and jobs needed to execute these processes

Question 16

Do you have triggers in place to ensure key inputs or assumptions are continuously validated to ensure your organisation design remains relevant and impactful?

required

No, we do reactive organisational design only when really needed

We review how we are structured on a more frequent basis but mostly triggered by financial performance or when we "must" make changes

Yes, we understand that an organisation is complex and impacted by various variables and have means to trigger reviews based on defined parameters and time intervals

Question 17

Do you have the ability to pivot or change organisation design in an agile manner as external factors change?

required

No, we don't have internal capabilities and are reliant on external consultants

We continuously update and refresh how we are designed, but don't have a set approach to redesign the organisation

Yes, we use a structured approach to holistically review and design our organization. And, as variables or our environment change we react in an agile manner

Question 18

Do you measure key outcomes to ensure the organisation design effort was effective?

required

No, our designs are normally not measured and normally perceived as another paper exercise

We do try and measure the impact of our restructuring efforts, but it is never easy to draw any conclusions

Yes, we believe that only through deliberate design intended business outcomes will be achieved

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CUBE future-fit test

Are you interested in finding out just how future-fit your business is?

Question 1

How well is your strategy understood by everyone, and implemented across the enterprise?

Question 2

Do you have a transformation roadmap in place to enable and monitor strategic initiative execution?

Question 3

Have you used strategy as input into how organisation design or redesign should be approached?

Question 4

Does your enterprise use a Target Operating Model? And if so, how does this enable or support your organisation?

Question 5

Is your Target Operating Model in a central repository and available for employees to collaborate and co-create?

Question 6

How well Is your Target Operating Model defined and described?

Question 7

Do you have a particular approach when designing a new organisation structure, and in specific how you gather inputs or requirements?

Question 8

Do you follow a structured design thinking process when redesigning the organisation?

Question 9

How do you involve employees and key stakeholders throughout the organisation design process to ensure buy-in and improve the likelihood of success?

Question 10

Is preparing your work environment for organisational change easy and normally done well?

Question 11

How do you ensure all voices are heard and accounted for during the organisational change process?

Question 12

How do you ensure buy-in is achieved when shifting towards a new organisational structure?

Question 13

How do you ensure that the necessary support processes and systems are designed and departments work together to enable the organisation?

Question 14

What is your business process maturity and do you have the means to improve or change processes in support of your core value chains?

Question 15

Is your organisation design aligned to how your processes are executed?

Question 16

Do you have triggers in place to ensure key inputs or assumptions are continuously validated to ensure your organisation design remains relevant and impactful?

Question 17

Do you have the ability to pivot or change organisation design in an agile manner as external factors change?

Question 18

Do you measure key outcomes to ensure the organisation design effort was effective?

To receive your CUBE future-fit assessment please fill in your details.

CUBE future-fit test

Are you interested in finding out just how future-fit your business is?

Question 1

How well is your strategy understood by everyone, and implemented across the enterprise?

Question 2

Do you have a transformation roadmap in place to enable and monitor strategic initiative execution?

Question 3

Have you used strategy as input into how organisation design or redesign should be approached?

Question 4

Does your enterprise use a Target Operating Model? And if so, how does this enable or support your organisation?

Question 5

Is your Target Operating Model in a central repository and available for employees to collaborate and co-create?

Question 6

How well Is your Target Operating Model defined and described?

Question 7

Do you have a particular approach when designing a new organisation structure, and in specific how you gather inputs or requirements?

Question 8

Do you follow a structured design thinking process when redesigning the organisation?

Question 9

How do you involve employees and key stakeholders throughout the organisation design process to ensure buy-in and improve the likelihood of success?

Question 10

Is preparing your work environment for organisational change easy and normally done well?

Question 11

How do you ensure all voices are heard and accounted for during the organisational change process?

Question 12

How do you ensure buy-in is achieved when shifting towards a new organisational structure?

Question 13

How do you ensure that the necessary support processes and systems are designed and departments work together to enable the organisation?

Question 14

What is your business process maturity and do you have the means to improve or change processes in support of your core value chains?

Question 15

Is your organisation design aligned to how your processes are executed?

Question 16

Do you have triggers in place to ensure key inputs or assumptions are continuously validated to ensure your organisation design remains relevant and impactful?

Question 17

Do you have the ability to pivot or change organisation design in an agile manner as external factors change?

Question 18

Do you measure key outcomes to ensure the organisation design effort was effective?

To receive your CUBE future-fit assessment please fill in your details.

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