1: How would you rate your organisation's current value-creation execution capability?
We don't define formal annual business objectives beside standard financials
We define formal annual business objectives & about 50% of annual objectives consistently achieved
We define formal annual business objectives & about 70% of annual objectives consistently achieved
We define formal annual business objectives & about 90% of annual objectives consistently achieved
2: Does your organisation have a formal structure to manage the execution of the 100 day plan?
Not at a Fund level, we rely on each single company to follow up on the planned activities & complete them
Yes, we have a list of objectives to achieve in the first 100 days & companies report on them on an ad-hoc basis
We have a detailed list of objectives & initiatives for the first 100 days & we track their completion in each company in a standard way
We have a detailed list of objectives & initiatives for the first 100 days & we track their completion & progress. We document clearly all achievements to ensure all points are closed
3: Are your VCP strategic priorities clear to the Board & Exec team & shared across the organisation?
We do not really communicate our VCP across the company as teams are focused on the day to day execution
The internal communication of strategic objectives & VCP is made via email/newsletter to employees
The internal communication of strategic objectives & VCP is made via email/newsletter supported by meetings & presentations
We ensure that all the organisation is aligned by sharing our key objectives & VCP across the organisation in a transparent way, using a suitable solution (i.e. online information sharing, visualisation of VCP etc)
4: Do you link achievement of KPIs & initiatives to personal evaluation/variable compensation?
No, we do not have variable compensation linked directly to KPIs & strategic initiative completion
We take into account KPI results & initiatives completed in our evaluation & variable compensation plans
Variable compensations plan are strongly correlated to KPIs & initiative completion
Variable compensations plan are strongly correlated to KPIs & initiatives completed & each individual has clear visibility of their progress against objectives at all time
5: Which of the following best characterises your strategy definition/redefinition process?
Strategic priorities are identified, but annual goals are not clearly defined. Strategic priorities are typically articulated verbally or via powerpoint decks
3-5 year strategic goals are clearly articulated (often in powerpoint). Annual targets are relatively well-defined. Specific objectives are documented as part of a strategic plan document
3-5 year strategic goals are clearly articulated. Annual objectives are defined & KPIs are typically formalised into a Scorecard (using the Balanced Scorecard or similar) to track performance
All strategic objectives are clearly defined with trackable KPIs assigned to various teams. KPIs are supported by initiatives & actions. Responsibilities are clearly communicated & milestones tracked monthly to evaluate performance and when necessary, assign corrective actions
6: Does your VCP contain initiatives & actions prioritised & linked to objectives & KPIs?
No, we set objectives & KPIs but we expect internal teams to organise their own activities to achieve them
Yes, we have some key initiatives that are linked to our objectives & KPIs & they are communicated to the relevant teams
Yes, we have several key initiatives supporting our objectives & each initiative is composed of various actions which are implemented & tracked
Yes, we have several key initiatives & actions supporting our objectives. Progress of initiatives & actions is tracked online to ensure the VCP is progressing as planned & we can spot key indicators of issues before they arise
7: In your organisation, do you assign clear ownership for all objectives, KPIs & initiatives?
We expect the executive team to self-organise & ensure that proper accountability is assigned
We assign ownership but only to the top priorities while we assume the other KPIs & initiatives are managed internally
All objectives & initiatives have a clear line of responsibility but we don't pro-actively manage tracking & control of progress & KPI results
All objectives & initiatives have a clear line of responsibility & we have real-time visibility & control of progress & KPI results
8: Do personal objectives link directly with the company's strategy? Are you able to update & track progress?
Team members have their task list but not specific objectives
Objectives & initiatives are linked to the company's strategy but it is not always clear how they relate to the overall VCP
Specific objectives are linked to the company's strategy & it's clear where they fit in to the overall VCP. However tracking & monitoring progress & updating of objectives is limited
We have specific, agreed objectives that are linked to the overall VCP. Tracking & monitoring of progress & achievements is continuous & drive changes in the objectives in response to what's happening in the business
9: Does your VCP have financial & also operational KPIs to track & achieve?
Our VCP is made up of financial objectives only
Our VCP has financial objectives but also some operational KPIs to support them
Our VCP has financial objectives & corresponding operational KPIs to support each one of them as well as some initiatives
Our VCP has financial objectives & corresponding operational KPIs to support them. It also has detailed initiatives & actions that we are controlling & are supporting the achievement of those objectives
10: How does your VCP & Strategy react to unforeseen changes?
We have quarterly reviews at Board level to review our VCP
Our strategy is reviewed monthly in our Board meeting based on our financial results
Each month our Board review our strategy direction based on our financial results as well as our operational KPIs supporting those objectives. We have new actions & initiatives generated but not actively tracked
Our Strategy planning is quite agile & responsive to changes in financial & operational KPIs. All new actions & initiatives are captured & become part of our VCP & tracked properly
11: Which of the following best characterises your company's reporting capability for your Board/investors?
My company reports detail financials, We use mostly excel to send monthly reports & to generate information in the form of presentations for the Board meeting & investors
Our financial reporting is augmented by some operational KPIs. Largely excel & powerpoint based, we aim to increase visibility of our key initiatives at Board level to give some context to the financial results
Extensive Financials & complementary operational KPIs to support the Executive team & the Board. We have some dashboards (for instance using Business Intelligence tools) to allow a drill down analysis of our numbers when needed
Detailed operational reporting supports our extensive financial reporting & it is standardised. Production of operational reporting is real-time & automated