The Strategic Management Maturity Model Assessment

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The Strategic Management Maturity Model Assessment

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Answer the following questions organized into eight critical areas of strategic management and readiness of an organization to operate strategically.
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The assessments will be collated and the Bank's SMMM level report submitted by BSWA.

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The assessments will be collated and the Bank’s SMMM level report submitted by BSWA.

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Question 1 of 14

1. Question
PART I

Leadership Dimension

Please select the level that best represents the performance of your organization within the category of “Leadership”.
- Level 1: Leaders dictate in the command & control fashion; otherwise disengaged
- Level 2: Leaders dictate but gather feedback sporadically
- Level 3: Leaders engage with direct reports only, but do model desired bahaviors and values
- Level 4: Leaders empower many employees through ongoing engagement
- Level 5: Leaders & employees fully engage in a continuous dialog based on a team-based culture
Question 2 of 14

2. Question
Values and Culture Dimension

Please select the level that best represents the performance of your organization within the category of “Values and Culture”.
- Level 1: Vision and values undefined or not shared
- Level 2: Vision and values published, but not lived
- Level 3: Vision and values communicated and understood
- Level 4: Vision and values collaboratively developed
- Level 5: Vision and values fully integrated into the organization's culture
Question 3 of 14

3. Question
Strategic Thinking and Planning Dimension

Please select the level that best represents the performance of your organization within the category of “Strategic Thinking and Planning”.
- Level 1: No strategic planning occurs within the organization; no goals defined
- Level 2: Strategic planning is the responsibility of a small team and dictated to the organization
- Level 3: A structured and open planning process involves people throughout the organization every couple of years.
- Level 4: Plans are developed and revised regularly by trained, cross-functional planning teams
- Level 5: Strategy drives critical organizational decisions and a continuous improvement planning process is maintained
Question 4 of 14

4. Question
Alignment Dimension

Please select the level that best represents the performance of your organization within the category of “Alignment”.
- Level 1: Work is narrowly focused based on organization structure, with little customer input
- Level 2: Customer needs and feedback start to influence more aligned decision making
- Level 3: Employees know their customers and align strategy to their needs
- Level 4: Vision, customer needs, strategy and employee reward and recognition systems are cascaded and aligned
- Level 5: All structures and systems are aligned with strategy, and organizational alignment is continuously improved
Question 5 of 14

5. Question
Performance Measurement Dimension

Please select the level that best represents the performance of your organization within the category of “Performance Measurement”.
- Level 1: No data or only ad-hoc performance measure data are collected
- Level 2: Performance data is collected routinely, but most are operationally focused
- Level 3: Strategic performance measure data are collected, covering most strategic objectives
- Level 4: Strategic measures are broadly used to improve focus and performance and inform budget decisions
- Level 5: Measurements comprehensively used and routinely revised based on continuous improvement
Question 6 of 14

6. Question
Performance Management Dimension

Please select the level that best represents the performance of your organization within the category of “Performance Management”.
- Level 1: No emphasis on using performance measures as a criterion to manage the organization
- Level 2: Performance reviews required but not taken seriously; no accountability for performance exists
- Level 3: Measures are assigned owners and performance is managed at the organizational and employee level
- Level 4: Measurement owners are held accountable and performance is managed at all levels
- Level 5: Organization culture is measurement and accountability focused; decisions are evidence-based
Question 7 of 14

7. Question
Process Improvement Dimension

Please select the level that best represents the performance of your organization within the category of “Process Improvement”.
- Level 1: Processes are undocumented and ad-hoc with evident duplication and delays
- Level 2: A few key processes documented, and process improvement models introduced. (Business Process Reengineering, Total Quality Management, Lean Six Sigma, etc.)
- Level 3: All key processes are identified and documented, and strategy guides successful process improvement initiatives and improvements
- Level 4: All key processes are tracked and improved on a continuous basis and new process improvement ideas are accepted
- Level 5: Employees are empowered and trained, and a formal process exists for improving process management
Question 8 of 14

8. Question
Sustainability Dimension

Please select the level that best represents the performance of your organization within the category of “Sustainability”.
- Level 1: Lack of structure and champions lead to short-term focus on tasks
- Level 2: Strategy "champions" identified
- Level 3: Formal organization structure in place to maintain focus on strategy
- Level 4: Organization has an "Office of Strategy Management" or equivalent
- Level 5: Strategic thinking and management are embedded in the culture of the organization
Question 9 of 14

9. Question
PART II

STRATEGY COMMUNICATION QUESTIONNAIRE
1. The Banks’ Strategy was well communicated and understood by staff.
- Yes
- No
Question 10 of 14

10. Question
2. What aspect of the Strategy do you remember effortlessly or most familiar with? (Please tick)
- Vision and Mission Statement
- Core values
- Strategic objectives
- Strategic results
- Strategic initiatives
- Performance measures
Question 11 of 14

11. Question
3. How would you rate your knowledge of the Bank’s Strategy? (Please tick)
- No Knowledge
- Partially Aware
- Fully aware
Question 12 of 14

12. Question
4. In your own opinion, what is making it difficult for you to understand the Bank’s strategy? (Please tick)
- Poor Publicity
- Only few people were carried along during the development process
- Information overload or Strategic Mgt. Plan not easily understood
- Not my concern
Question 13 of 14

13. Question
5. What do you think can be done to improve Awareness and knowledge of the Strategic Plan (SP)? (Please. tick)
- Conduct launch or exhibitions around the Bank’s Strategic Plan
- Train more staff on the methodology used for its development
- Hold knowledge sharing sessions
- Publications (newsletter, pamphlets)
- All of the above
Question 14 of 14

14. Question
6. What role were you assigned in the execution of the strategy?
- Objective owner
- Measure Owner/ Updater
- Project Manager
- Strategy Champion
- Other role

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The Strategic Management Maturity Model Assessment

The Strategic Management Maturity Model Assessment

For More Information