Page 130 - Managing Change in Organizations

CarnCh07v3.qxd 3/30/07 4:23 PM Page 113

Techniques for a value-added organization

4 Does the company approach market and employee performance measurement
as rigorously as financial measurement?
Financial measures Some of each, but biased Balanced
only to one area
123 4567 8910

5 Do we make decisions using a rational approach based on ‘the figures’ or do we
seek to combine factual analysis and intuition in our judgement?

No analysis at all Rational analysis Combine ‘facts’ with
intuition
123 4567 8910

6 Is reward based on tenure or value?
‘Equitable’ Performance pay Rewards linked to
tenure-based rewards creation of value
123 4567 8910

7 Is the value created by all parts of the company (from the CEO down) clearly
defined and understood?

Not defined Defined only within Defined throughout
store operations the business
123 456 7 8910

8 Does the information, work flow and reward infrastructure support flexible
responses or do investigations and studies drive change in the business?
Nothing changes with- Lots of data, poor Flexibility
out a major study insight
123 4567 8910

9 Is the organization of work designed around the needs of the customer?

Defined by the Designed around teams Designed around
corporate hierarchy the customer
123 4567 8910

10 How does the company compare with others inside and outside the industry in
value created for shareholders, customers and employees?
Below average Average Excellent value creator

123 4567 8910

113