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Name of Organisation *

Type of Organisation

City *

Country *

Our focus is more on:

Revenue – we sacrifice margins to win new business

Profit – we increase prices or cut cost to stay profitable

Revenue and Profit are equally important to us now.

We encourage our employees to:

Take risks – the more risks they take, the more successful they are

Avoid risks – the less risks they take, the more successful they are

Neither - we take some risks but our focus is on reducing our risk exposure.

We discuss:

Future possibilities and opportunities

Past achievements

We have bold ideas, but little enthusiasm to move into a new territory.

The organisational climate is dominated by:

Function – WHAT and WHY, we ask "What was done?"

Form – HOW and WHO, we ask "How things are done?"

Our Organisation is:

Always short of cash

Cash rich and our financial statements are strong

Very cash rich, but it is a matter of time only when the financial statements will reveal our weaknesses.

Our focus is on:

Long-term success

Short-term wins, but happy to look into long-term opportunities

Our vision has become very blurry and we are confused what our goals are.

Most of our investments are in:

Governance, benefits/rewards and bigger and better facilities

Marketing and R&D

In our Organisation our energies are absorbed by:

Personal survival – we do not know who is next to get the blame and get fired

Market penetration and market domination

Acting "business-as-usual" despite losing market share.

When solving problems we ask:

What has caused the problem?

How to solve the problem?

We discuss problems, but we do not agree on the solutions or there is no follow through.

Our internal innovation efforts create:

Product enrichments, with changed packaging

We continuously innovate and release new products

We are behind on innovation and planning to catch up with the market by acquiring/merging with innovative organisation.

We are:

Opportunity led – we react to opportunities

"Crafting" opportunities – we take proactive approach to opening and closing opportunities.

We access relevant financial information through:

Word of mouth

Management reports

Neither – our financial information systems do not give us what we need.

We tend to fix problems with our systems by:

Patching up what is already in place

We take time to properly design and implement replacement system

Our infrastructure is already under reconstruction.

Our targets and budgets:

Are unclear or change frequently

Realistic and we manage to meet them

A big stretch, but with team effort we manage to meet them.

We have:

A few policies to guide our behaviour

Policies in some areas but not in other.

We have policies for all areas of the organisation, but people often do not follow them.

Please select statements that apply to your organisation

Decision making is in the hands of the Line Functions e.g. marketing, operations or sales.

Our leader frequently changes or vetoes important decisions.

We have a clear guidance on how decisions are being made in our organisation.

Decisions are in the hands of one person, and they are made ad-hoc, depending on the mood.

Corporate staff e.g. finance, HR, legal makes all important decisions.

Politics govern decision-making over here.

Our key people have significantly more responsibilities in comparison to their authority.

It is unclear how decisions are being made in our organisation.

Please select the statements that apply to your organisation

Most of our people are engaged in regular meetings – we are able to identify, discuss and solve key issues.

We do not have time to meet.

We know our priorities, but we are too busy to work on them.

We have some meetings, but not clear agenda.

Our systems and processes are documented, but not followed by all.

We have no priorities.

We frequently track weekly measurable.

We receive some feedback from employees and/or customers, but it is not systemised.

Most people in our organisation have targets and know what is expected of them.

We have clear core values and we use them to hire, fire, review and reward our people.

We have a clear written vision and it is shared by all.

Our organisation lacks a set of systems and processes that work well for all of us.

Our core business is clear, but our systems and processes do not reflect that.

Please select the statements that apply to your organisation

We have too many internal conflicts/back stabbing.

Some key people feel that customers are too demanding and a nuisance.

Leaders spend too much time fighting one another.

Senior leaders are not on the same page about the company goals and long-term direction.

Our leadership team is open, honest and demonstrates a high level of trust.

Please select the statements that apply to your organisation

We often rush products/ services to market before they are fully ready.

There is a ‘do not make waves’ culture in our organisation.

People ‘hide behind’ because it is our policy.

There has been high turnover in our senior management positions.

We seem to be unwilling to accept new and creative ideas.

Senior staff enjoys too many comforts.

In our organisation there is ‘us vs. them’ or ‘old vs. new’ culture.

We are unable to find the right people to manage our Business Units.

Most people in the organisation are happy with status quo, they do not want change.

Who has authority to do what is unclear or is constantly changing.

We tend to tackle too many things at once because we pursue every opportunity presented to us.

We have few working cost controls in place.

We have very little chance of surviving if our Leader leaves the organisation.

All of our people are the right people, sharing our core values and fitting our culture.All of our people are the right people, sharing our core values and fitting our culture.

No. of Employees today *

Industry Classification

What is the most significant role you play in your organization?

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BMIM Company Development Stage Assessment

Where are you now? Evaluate your current stage of development