Current State Analysis (CSA) - Team Self-Assessment Tool

1 January 17, 2019 v3.0
Current State Analysis – Team Self-Assessment
by Operational Excellence Consulting LLC

3 January 17, 2019 v3.0
CSA Meeting Agenda
Agenda
– Why are we here?
– Introduction to CSA
– The Process for Today
– Facilitated Discussion
– Prioritization of the identified Improvement Areas
– Agreeing on the Next Steps
- Report
- Action Planning
– Summary
This document is a partial preview. Full document download can be found on Flevy:
https://flevy.com/browse/document/current-state-analysis-csa--team-self-assessment-tool-3583

5 January 17, 2019 v3.0
What does it look like?
5
Develop/Impl.
Proactive
Improvement
Actions
4
Resource/
Review Key
Enablers
6
Set Targets/
Review
Results
3
Define/
Check
Operating Mode
2
Determine/
Revisit
Business Model
1
Create/
Review
Strategy
7
Implement
Assessments &
Improvement
Actions
4. Plan a supportive
Assessment Program
Assess your current
practices in the areas of
leadership, customers,
mgmt, process and people
3. Clarify your operating
mode viability with clear
systems, support
structures, roles &
responsibilities
1. Define & translate
your strategic goals
into concrete
organizational actions
5. Initiate improvement
projects to close gaps
between your current
situation and desired state.
6. Use a balanced set of
measures to ensure you can
achieve all your business
goals.
7. Execute your Assessment
program e.g. Operative
Reviews to initiate & drive
follow up of corrective actions
2. Ensure definition of your
products & services,
customers & channels,
value chain, core & context

7 January 17, 2019 v3.0
Relationships among CSA Categories
“The Driver”
Leadership
“The Focus”
Customer
“The System”
Process
People
Management
Operating Philosophy: Leaders build their
business system so that it focuses on the
customer and delivers excellent results.
The business system is a set of processes
that work together to produce an output
that meets or exceeds the requirements of
its customers.

9 January 17, 2019 v3.0
The Workshop Flow
Select the
questions to be
answered, and list
(red/green voting)
Select a question
Answer the question
through discussion
and achieve consensus
on the current state
Assess the
maturity level
Define any short term
tasks or long term
strategic issues
Is this the
last question?
List the strategic
issues
Prioritize the
strategic issues
CSA pre-work
(Read the questions)
Record
strengths & areas
for improvement
CSA report sent
to team members

11 January 17, 2019 v3.0
Importance Evaluation
A = Essential for our mission at the moment
– The management practice addressed in this question is absolutely
essential for us. Our team's mission is currently dependent on this
practice.
B = Not essential for our mission at the moment
– The management practice addressed in this question is either NOT
absolutely essential for us OR our team’s mission is NOT currently
dependent on this practice.

13 January 17, 2019 v3.0
The CSA Scoring System
Our Approach is... (How we meet stakeholder requirements)
1. Not started Not much happening at all; perhaps some good ideas but they have not
progressed much beyond wishful thinking.
2. Some progress Some evidence that something useful is really happening. Random and
occasional actions resulting in improvements and enhancement.
Clear evidence that this subject is well addressed. Regular and routine
4. Considerable progress improvements and enhancements. Some concerns this subject is not being
addressed in all aspects.
An outstanding approach or result that is being addressed to the full
5. Fully achieved extent in all aspects. A role model solution or achievement, and it is
difficult to envisage significant improvement.
3. Good progress Good evidence that this approach is consistent.
The actions follow a plan- implement-follow up cycle

15 January 17, 2019 v3.0
The Prioritization Matrix
Weak Strong
Impact on
Business Measures
• Financials
• Customers
• “Internal” Processes
• Learning & Growth
Fast
Impact
Slow
Impact
Strategic Alignment
DUMP
DO
NOW
DO AS SOON
AS POSSIBLE
.
.
3
2
1
.
.
.
.
.
DO IF
TIME
Opportunities 1 - 10

17 January 17, 2019 v3.0
Navigation in this Slide Set
Button will take you back to the Category page you are working on.
Button will take you to the Scoring page of the Category.
Button will take you to the Best Practices from current question if
there are any recorded.
When using the buttons ensure that you are over the hyperlink
(i.e. the cursor changes from “arrowhead” to “pointing finger”)

19 January 17, 2019 v3.0
Leadership Category
1. Values Based Leadership
How are you “walking our talk” with respect to our values in your behavior
towards our stakeholders?
2. Creativity & Innovation
How do you encourage creativity and innovation in your team?
3. Change Capability
How do you ensure your team's desire and ability to change and adapt?
4. Best Practices
How do you identify, share and use best practices in your team?
5. Responsible Business
How do you manage environmental and social issues in your team’s
portfolio of products and services for ethically sound business?
The Leadership category examines the focus of a local management team in
setting a personal example for leadership in creating and sustaining a clear
understanding of organization's business environment and values.

21 January 17, 2019 v3.0
Customer Category
6. Market Direction
How do you anticipate current and future market development (incl. competitor,
supplier and collaborator actions) in your team?
7. Customer Orientation and Insight
How do you ensure that we are close to our customers, and use market
information and – intelligence to drive and improve the customers’ business?
8. Sharing Customer Information
How do you share and align customer related information and plans with other
entities?
9. Customer Interaction
How do you ensure that customer requests and complaints are implemented
promptly and effectively?
10. Customer Satisfaction
How do you measure and improve customer satisfaction in your team?
The Customer category examines the team's systems for learning about
customers and for building and maintaining customer relationships. By customers
in this category, we mean both companies and consumers.

23 January 17, 2019 v3.0
Management Category
11. Strategy and Action Planning
How do you transform organization’s strategies into business goals/objectives
and plans in your team?
12. Resource Prioritization
How do you prioritize goals/objectives and actions for resource allocation?
13. Decision Making
How do you ensure effective decision making with your Business Group/
Horizontal Group colleagues in the current mode of operation?
14. Risk Management
How do you manage your risks systematically to meet your business goals/
objectives?
15. Fact Based Management
How do you use business measures and factual data to drive
decisions and rapid execution?
The Management category evaluates the method for deployment of strategy and
plans and their alignment with activities as well as the use of information & data.

25 January 17, 2019 v3.0
Process Category
16. Process Understanding
How do you understand and identify your team’s key processes?
17. Process Deployment
How do you enable effective implementation of your team’s key processes?
18. Business and Process Integration
How have you aligned your key interfaces with other parts of the organization?
19. Process Improvement
How do you identify process improvement needs and enable effective
improvement of your team’s key processes?
20. Partners
How do you integrate and align your business objectives and
processes with relevant partners?
The Process category examines the key aspects of our ways of working. It
evaluates how critical processes are planned, created, implemented, integrated
and improved within the organization’s process architecture to achieve higher
levels of operational excellence.

27 January 17, 2019 v3.0
People Category
21. Competencies
How do you ensure that appropriate competencies are available when needed
in your team?
22. Teamwork
How do you ensure an effective environment for teamwork in your team?
23. Empowerment
How do you ensure that responsibility is delegated in your team such that
people can take action without time consuming escalations?
24. Motivation
How do you measure and improve motivation in your team?
25. Performance Management
How do you review and acknowledge the performance of your people?
The People category examines how people are enabled to develop and use their
full potential to pursue the team's strategic goals and operational targets.

29 January 17, 2019 v3.0
CSA Team Self-Assessment Questionnaire
Process
18. Business and Process
Integration
20. Partners
Leadership
4. Best Practices
g
People
21. Competencies
22. Teamwork
23. Empowerment
24. Motivation
25. Performance
Management
Customer
6. Market Direction
7. Customer Orientation
and Insight
8. Sharing Customer
Information
Management
11. Strategy and Action
Planning
13. Decision Making
14. Risk Management

31 January 17, 2019 v3.0
Purpose
– The meaning of this question is to ensure that every staff member clearly
lives the organization's values in their everyday work environment.
Context
– Our organization’s values determine our organization’s culture and way of
working. Policies and procedures work well in a stable environment but in
turbulent and stressful times it is our core values that define our ability to
react quickly and responsibly, with integrity and professionalism.
Example
– For example, managers demonstrate their commitment to the organization’s
values by … .
How are you “walking our talk” with respect to our values
in your behavior towards our stakeholders?
ProcessLeadership
People
Customer
Management

33 January 17, 2019 v3.0
Purpose
– The meaning of this question is to ensure that the organization has the
ability to drive rapid changes in the marketplace by renewing it’s products
and services, it’s business models, and the organization itself.
Context
– Being the market maker means having an ability to constantly innovate,
adapt and adopt new thinking for new products, features and services and
ensuring business renewal. It is dependent on a culture of openness,
sharing & trust, a willingness to learn from others and the ability to think
unconventionally.
Example
– For example, managers demonstrate their commitment by supporting
sharing of knowledge and experience, adapting best practices from other
businesses or industries and openly sponsoring brainstorming
and fresh thinking.
How do you encourage creativity and
innovation in your team?
ProcessLeadership
People
Customer
Management

35 January 17, 2019 v3.0
Purpose
– The meaning of this question is to ensure the organization’s ability to
sustainably absorb the demands for change in our ways of working.
Context
– The ability to change faster than our competitors, is a sustainable competitive
advantage. With increasing volatility in our business the willingness and
desire to change is essential. The ability to absorb, manage and flexibly
systemise these changes to our ways of working becomes a core business
enabler.
Example
– For example, managers create an environment where it is safe to question
the current state and people are encouraged to propose alternatives. When
changes have been agreed these projects are logically prioritised, have a
clear business owner, active sponsorship, are properly resourced,
well communicated and sensitively handled.
How do you ensure your team's
desire and ability to change and adapt?
ProcessLeadership
People
Customer
Management

37 January 17, 2019 v3.0
4. Best Practices
Purpose
– The meaning of this question is to ensure that the organization’s way of
working is driven from the best that is available either inside or outside of
the organization.
Context
– Sharing best practices allows us to move our starting point from zero to
best in class. This sets stretch targets, accelerates development, saves
time and resources and creates a passion to be the best.
Example
– For example managers promote openness to new ideas and actively
discourage “NIH” Not Invented in Here – syndrome. They constantly
benchmark and recognize and reward adapting and adopting practices
from others. They proactively share their own areas of excellence
and expertise.
How do you identify, share and use
best practices in your team?
ProcessLeadership
People
Customer
Management

39 January 17, 2019 v3.0
How do you manage environmental and social issues
in your team’s portfolio of products and services for
ethically sound business?
Purpose
– The meaning of this question is to ensure that the organization not only
complies with the Code of Conduct but also proactively creates a competitive
advantage by developing a management capability for strategic positioning of
products and services in areas of sustainable development and social
responsibility.
Context
– Increasing awareness of social and environmental issues creates the
expectation that the organization, as the market leader, proactively
demonstrates its responsibility throughout the extended enterprise by offering
safe, high quality and respectful products and services.
Example
– For example, managers demonstrate their understanding of the
organization’s Code of Conduct and its implications in their business area.
They do not target short-term benefits at the expense of the organization’s
reputation. They use the organization’s environmental and social
programs as their tools and proactively support activities within
the communities that they operate.
ProcessLeadership
People
Customer
Management

41 January 17, 2019 v3.0
How do you anticipate current and future market
development (including competitor, supplier
and collaborator actions) in your team?
Purpose
– The meaning of this question is to ensure that the organization anticipates
how the markets are evolving over time.
Context
– Competition has emerged from several other industries and it is critical
that our assumptions about market development and direction are
continuously monitored and updated.
Example
– For example, the team has access to competitor, supplier and/or trade
partner research data and proactively analyses and responds to market
developments.
6. Market Direction
ProcessLeadership
People
Customer
Management

43 January 17, 2019 v3.0
How do you ensure that we are close to customers and
consumers, and use market information and – intelligence
to drive and improve the customers’ business?
7. Customer Orientation and Insight
Purpose
- The meaning of this question is to ensure that the organization has
established systematic ways to understand current and future customers'
needs and expectations towards the organization.
Context
- The ability to proactively listen to our customers, anticipate their needs with a
well founded value proposition, and exceed their expectations is essential for
customer loyalty and retention.
Example
- For example, there is an account manager management system with frequent
customer contacts and a system to communicate customer expectations
throughout the organization. The team has access to customer and market
intelligence research data and uses it to proactively segment and target key
customer groups with relevant and profitable products & services to create
lasting customer loyalty.
ProcessLeadership
People
Customer
Management

45 January 17, 2019 v3.0
How do you share and align customer related
information and plans with other entities?
8. Sharing Customer Information
Purpose
- The meaning of this question is to ensure that all relevant customer
information is shared with other units and teams to meet our overall
business goals.
Context
- We must ensure that customer expectations are clearly communicated
throughout the organization as it evolves and interfaces change. We want
customers/consumers to see the organization as one entity. If due to
organizational changes there is no defined system for aligning customer
information, action should be taken.
Example
- For example, the team arranges regular/ad. hoc. meetings with other teams
and units across organizational boundaries to share their findings and
analysis of key customer issues, escalating where necessary.
ProcessLeadership
People
Customer
Management

47 January 17, 2019 v3.0
How do you ensure that customer requests and
complaints are implemented promptly and effectively?
Purpose
– The meaning of this question is to ensure that the organization has created
a systematic way to act on customer requests, complaints and feedback.
Context
– The ability to meet and exceed customer expectations determines short-
term and long-term success of the organization. Customer Satisfaction is
one of the organization’s core values. It is the foundation for our drive for
leadership in Customer Loyalty in the industry.
Example
– For example, a request/complaint management system involves providing
easy access points, tracking of all customer requests, setting targets for
case resolution time, giving prompt feedback and using the learning for
both corrective and preventive action.
ProcessLeadership
People
Customer
Management

49 January 17, 2019 v3.0
How do you measure and improve
customer satisfaction in your team?
Purpose
– The meaning of this question is to ensure that the organization has
established a systematic approach to comprehensively measure the
satisfaction of all relevant customer groups and the results are on the
team level to be utilized. Improvement means that the team systematically
takes actions to better Customer Satisfaction results.
Context
– Our entire business philosophy is based on the concept of Customer
Satisfaction and good management practice dictates that it should be
measured in order to be managed. Our aspiration is to raise the level from
Customer Satisfaction to industry leader in Customer Loyalty.
Example
– For example, customer satisfaction measurement requires systematic
trend measurement; targets set for each measure; comparisons to
competitor performance, and using all the data for both corrective
and preventive action.
ProcessLeadership
People
Customer
Management

51 January 17, 2019 v3.0
How do you transform the organization’s strategies
into business goals/objectives and plans in your team?
Purpose
– The meaning of this question is to ensure that strategies and objectives are
integrated to a working Business Model leading to concrete actions.
Context
– Speed in execution is enabled by motivated people committed to common
goals and actions. Every team member should be aware of relevant
organization level strategies and what they mean to your team.
Example
– Managers actively share the strategy information to team members and
action planning is done together with the team.
11. Strategy and Action Planning
ProcessLeadership
People
Customer
Management

53 January 17, 2019 v3.0
How do you prioritize goals/objectives
and actions for resource allocation?
Purpose
– The meaning of this question is to ensure that both adequate and
appropriate resources are deployed to achieve the business strategy.
Context
– We will always have more things we would like to do than we have
resources for. In order to ensure that we “do the right things” and “do
things right” we have to be able to logically prioritize our activities for
resource allocation.
Example
– For example, managers together with employees review the team's
strategies, rank the key objectives and actions in relation to their key
business metrics, and ensure the team's short-term plan and individual
objectives are linked to it.
ProcessLeadership
People
Customer
Management

55 January 17, 2019 v3.0
How do you ensure effective decision making with your
Business Group/Horizontal Group colleagues in the
current mode of operation?
Purpose
– The meaning of this question is to ensure that your key strategies, and
decisions made based on those, are supported by other business and
horizontal groups. Also the team needs to have a clear follow-up about the
efficiency of their decision making. This can be done – for instance - by
being able to measure the real cycle time of the decision making.
Context
– In the organization all decisions inevitably affect others. To ensure effective
decision making, there has to be established procedures to share and align
strategies and business objectives with other business entities and an ability
to follow-up these.
Example
– For example, managers invite opinions, listen and establish an active
dialogue in mutual respect with relevant people to ensure alignment, prior to
making key decisions.
13. Decision Making
ProcessLeadership
People
Customer
Management

57 January 17, 2019 v3.0
How do you manage your risks systematically to meet
your business goals/objectives?
Purpose
– The meaning of this question is to ensure teams identify, analyze and
control risks as a part of their normal working practice such that risks are
effectively managed.
Context
– In the organization‘s rapidly changing business environment, where
volatility and change are increasing, the ability to limit exposure by
anticipating potential risks and proactively managing them brings
competitive advantage.
Example
– Define your score by answering yes or no to the following questions on
your approach and deployment.
14. Risk Management
ProcessLeadership
People
Customer
Management

59 January 17, 2019 v3.0
How do you use business measures and factual
data to drive decisions and rapid execution?
Purpose
– The meaning of this question is to ensure that the team has a system to
collect relevant facts and data for decision making, deployment and review
of the team's business measures and their utilization for fast strategy
implementation.
Context
– Fact Based Management is a fundamental element of the organization’s
management culture. The organization has a set of key business measures
around four dimensions (Financials, Customers, “Internal” Processes, and
Learning & Growth) that are designed to support this.
Example
– For example, a balanced set of key business metrics is reviewed regularly
in management team meetings and data and information are systematically
collected and analyzed to support quick business decision making.
ProcessLeadership
People
Customer
Management

61 January 17, 2019 v3.0
How do you understand
and identify your team’s key processes?
Purpose
– The meaning of the question is to verify that the team understands process
thinking and have identified their own key processes relevant to their work.
They are also able to understand how those are linked to our operational
model around the organization’s core processes.
Context
– The organization has several core processes. Continuous change in our
business environment requires that we clearly understand, deploy,
integrate, use, improve and renew our ways of working on a team level.
Example
– For example, the team has identified their key processes and based them
on the organization’s Process Architecture. They understand that cross-
functional processes are critical to business performance and
where appropriate key processes are copied directly.
ProcessLeadership
People
Customer
Management

63 January 17, 2019 v3.0
How do you enable effective
implementation of your team’s key processes?
Purpose
– The meaning of this question is to ensure that the team not only develops
but also implements systematic ways of working to create and deliver
products and services to customers within the organization’s Process
Architecture.
Context
business environment requires that we clearly understand, deploy, integrate,
use, improve and renew our ways of working on a team level.
Example
– For example, all processes relevant for the team’s business goals/objectives
are defined, process owners are acknowledged and process descriptions
are published. Job descriptions reflect process roles, authority and
responsibility are clearly communicated and the organizational structure
supports this way of working. The team’s process map is aligned with the
organization’s Process Architecture.
ProcessLeadership
People
Customer
Management

65 January 17, 2019 v3.0
How have you aligned your key
interfaces with other parts of the organization?
Purpose
– The meaning of this question is to ensure that the key processes are
integrated and aligned with processes from other parts of the organization.
Context
– As the organization continues to evolve and adapt as an organization we
should avoid functional processes, which have no clear added value to the
customer. It is essential to optimize the total process to focus on the
customer and ensure that all interfaces and handovers are effectively
managed.
Example
– For example, each process is reviewed and agreed by the teams who
provide the inputs and use the outputs, and the actual exchange of goods
and information is aligned with the process in use between the units.
Process responsibilities between the different functions are agreed.
18. Business and Process Integration
ProcessLeadership
People
Customer
Management

67 January 17, 2019 v3.0
How do you identify process improvement needs
and enable effective improvement of your team’s key
processes?
Purpose
– The meaning of this question is to ensure that processes are systematically
used, improvement needs identified and changes regularly implemented.
Context
business environment requires that we clearly understand, deploy,
integrate, use, improve and renew our ways of working on a team level.
Example
– For example, managers use process metrics to monitor process efficiency
and effectiveness and use these to ensure continuous improvement.
Process development activities are a regular and important part of a teams
action plans
ProcessLeadership
People
Customer
Management

69 January 17, 2019 v3.0
How do you integrate and align your business
objectives and processes with relevant partners?
Purpose
– The meaning of this question is to ensure that the interfaces between your
organisation and those of other teams outside the organization have been
clarified and agreed to create functioning business and operating models.
Note: Partner is defined here as any organization with which we have a common
business interest, at any point in the value chain (Supplier, Distributor, Software
Contractor, Content Provider, etc.)
Context
– As our business continues to evolve and diversify the need to include
other companies goods and services to our products is increasing. The
ability of our partners to provide us with their products is dependent on
viable business and operational models.
Example
– For example, managers develop a shared understanding of customers,
channels, product, services and value chain with partners. Roles and
responsibilities are documented and clarified, relevant processes are
integrated throughout the extended enterprise.
20. Partners
ProcessLeadership
People
Customer
Management

71 January 17, 2019 v3.0
How do you ensure that appropriate competencies
are available when needed in your team?
Purpose
– The meaning of this question is to ensure that we have “the right person,
in the right place, at the right time”.
Context
– As the organization operates in a knowledge intensive industry, in which
insight and know-how are crucial, our ability to use the full potential of
people across our extended enterprise to achieve our business objectives
is essential to our success.
Example
– For example, managers review the team's strategies and make a
comprehensive long term competence development plan for their business
at regular intervals. Changes in the business environment are reflected in
the plans. Individual level short term competence development plans are
discussed regularly within the people development process. Managers
initiate clear programs of competence acquisition either by internal
development, job rotation, recruitment, outsourcing, consultancy
or collaboration.
21. Competencies
ProcessLeadership
People
Customer
Management

73 January 17, 2019 v3.0
How do you ensure an effective
environment for teamwork in your team?
Purpose
– The meaning of this question is to ensure that we use the full potential of
teamworking amongst our co-located and “virtual” teams, or in external
collaboration cases, to achieve our business objectives.
Context
– Teamwork is commitment to a shared vision, objectives or goals. It is being
interdependent, supporting others, sharing knowledge and resources to
achieve common objectives. By integrating the diverse knowledge and
expertise of individuals in effective teams, we produce an overall result that
is greater than the sum of its parts.
Example
– For example, managers ensure that the members can "see" and "hear"
what is happening above and around them in the organization. They
require a “line of sight” to key parts of the strategy so they feel “connected”.
22. Teamwork
ProcessLeadership
People
Customer
Management

75 January 17, 2019 v3.0
How do you ensure that responsibility is delegated in
your team such that people can take action without time
consuming escalations?
Purpose
– The meaning of this question is to ensure that people are stimulated and
motivated by the freedom to act in achieving their objectives and improving their
way of working both on team and individual level.
Context
– Empowerment can create a climate of innovation, enthusiasm and trust. It is
providing information, resources and learning opportunities to perform and
grow. It means encouraging individual ownership of work and includes
coaching, supporting and motivating people. Empowered teams share a sense
of doing meaningful work that advances the organization’s objectives and
enhance our ability to adapt new challenges.
Example
– For example, managers effectively delegate key activities by providing clear
direction and coaching as well as allowing flexibility in how goals and
targets are achieved within overall organization guidelines.
23. Empowerment
ProcessLeadership
People
Customer
Management

77 January 17, 2019 v3.0
How do you measure and improve motivation
in your team?
Purpose
– The meaning of this question is to ensure that we effectively manage
motivation of our people by measuring, monitoring, reviewing and planning
actions around employee feedback and behavior.
Context
– The organization must create and maintain a desirable and engaging working
atmosphere in order to attract and retain the right kind of people. Managers
explore and discover effective motivators that lead to on-the-job satisfaction.
Example
– For example, managers actively look for different ways to make people more
motivated such as expanding job descriptions, “stretching” goals as well as
using empowerment and public recognition of good work as tools. They
actively review staff feedback from all available data sources, such as
Performance & Development Reviews, Listening to You - surveys, Staff
Turnover data, Exit interviews, etc. and develop, implement and review the
action plan based on the identified improvement areas.
24. Motivation
ProcessLeadership
People
Customer
Management

79 January 17, 2019 v3.0
How do you review and acknowledge the performance
of your people?
Purpose
– The meaning of this question is to ensure that good performance is
identified, acknowledged and rewarded, and guidance and support are
provided when required.
Context
– The organization’s values provide a framework for performance reviews
and achievement recognition. The ability to give feedback on performance
is a key enabler for people motivation.
Example
– For example, managers regularly review the performance of their people,
give both monetary and non-monetary recognition when appropriate, and
provide feedback, guidance and support in an active manner.
25. Performance Management
ProcessLeadership
People
Customer
Management

81 January 17, 2019 v3.0
The Prioritization Matrix
Weak Strong
Impact on
Business Measures
• Financials
• Customers
• “Internal” Processes
• Learning & Growth
Fast
Impact
Slow
Impact
Strategic Alignment
DUMP
DO
NOW
DO AS SOON
AS POSSIBLE
DO IF
TIME

83 January 17, 2019 v3.0
CSA Meeting Agenda
Agenda
– Why are we here?
– Introduction to CSA
– The Process for Today
– Facilitated Discussion
– Prioritization of the identified Improvement Areas
– Agreeing on the Next Steps
- Report
- Action Planning
– Summary

85 January 17, 2019 v3.0
Best Practices – Question 2
Creativity and Innovation
Business Group Sub Group Team Contact Person

87 January 17, 2019 v3.0
Best Practices

89 January 17, 2019 v3.0
Market Direction

91 January 17, 2019 v3.0
Sharing Customer Information

93 January 17, 2019 v3.0
Customer Satisfaction

95 January 17, 2019 v3.0
Resource Prioritization

97 January 17, 2019 v3.0
Risk Management

99 January 17, 2019 v3.0
Process Understanding

101 January 17, 2019 v3.0
Business and Process Integration

103 January 17, 2019 v3.0
Partners

105 January 17, 2019 v3.0
Teamwork

107 January 17, 2019 v3.0
Motivation

109 January 17, 2019 v3.0
The End …
“Perfection is not attainable, but if we chase perfection we can catch
excellence.” - Vince Lombardi

1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

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