Sales

Sustainability
Organisation must address issues immediately. Continuing
1 with current performance will cause major problems for the
organisation or its customers.

Current performance is continuing to degrade and is likely to

2 cause problems in the future.

3
Organisation can continue with current levels of performance
for foreseeable future. Detailed initiatives are in pipeline to
2
improve operations.

Organisation is very satisfied with future sustainability of the

4 process, and measures are in place to continually monitor and
improve.

Customer Experience
Customers regularly receive a bad experience of the process.
1 Outcomes are typically of poor quality. Delays are
experienced frequently.

Customers often fail to receive a great experience. The

2 outcomes they receive are often of lower quality than
expected or are received late.

Customers of the process are typically satisfied with their

3 experience and the outputs they receive.
Customers of the process are frequently delighted with their
4 experience or the outputs they receive.
Staff Experience
Staff express strong dislike of the process or its outputs.
1
Staff express negative feelings about performing the process
2 or about its outputs.
Staff feel neither positive or negative about the process.
3
Staff feel that the process works well for them and they enjoy
4 performing it.
Stability and standardisation
The process is highly volatile, and outcomes and methods are
1 very inconsistent.
The process varies a lot in method or outcomes, or has many
2 'flavours' to handle different scenarios.
The process rarely varies in methods or outcomes. Steps
3 followed are largely standardised.
The process is predictable and stable in its methods and
4 outcomes. There are no unnecessary 'flavours' of the process.

Effort
 Failure demand consumes much staff effort. Automation is
1 barely used. Information is regularly transferred manually
between systems.

Tasks require more effort than they should because

2 automation has not been applied wherever possible. Failure
demand often draws on available resources.

Tasks have been automated where possible. No data is moved

3 manually between systems. Failure demand is rare.

Staff effort is only required where knowledge and experience

4 must be applied to the process. Other activities are
automated.

Information and records

Information required to perform the process effectively is not
1 available. Records are rarely complete or accessible.

Staff must search for information to perform the process.

2 Records are often incomplete or inaccessible.
Staff have most required information to hand when
3 performing the process. Records are usually complete and
accessible.

Staff have all information required when performing the

4 process. Records are always complete and accessible.

Monitoring and oversight

Managers have little information about process performance
1 or workloads.
Managers can find information about process performance
2 but this requires searching or special requests from others.

Managers have timely information about process

3 performance to support decisions about managing workloads.

Managers can easily monitor workloads and outputs and

4 direct activity where needed.
Roles and resources
There is a much confusion about roles and responsibilities.
There is no clear link between roles and tasks performed.
There are frequently inadequate skilled resources to manage
1 workloads effectively. Peaks and troughs in workloads can
cause major problems.
 Roles and responsibilities are defined to an extent, but lines
are often blurred when managing workloads across the team.
Some tasks are not performed by the most appropriate
2 people. Peaks and troughs in workloads are often difficult to
manage and cause lasting problems.

Staff are clear about roles and responsibilities. Tasks are

typically performed by appropriate staff. Peaks and troughs
3 may cause some difficulties, but recovery is swift.

Tasks are performed by the least expensive competent

4 resource. Staff roles are effectively designed and
responsibilities are clear.

Risk
Process design or practical operations create clear regulatory,
health and safety, or customer risks. Controls are not in place
1 or can be seen to fail regularly.

Some unacceptable risk exposure remains, but detective

controls can identify risk events that have occurred and
corrective actions can be put in place. Preventative controls
2 may exist but cannot be shown to be effective.

Risk exposure is largely within appetite for risk. Preventative

3 controls can be seen to be performing effetively.

Risk management practices can be seen to be operating

4 effectively. Controls can be shown to be working. Risk event
occurrence is very rare.

Effectiveness
Fails to deliver required outcomes at the right time and this
1 regularly causes additional problems elsewhere.

Often fails to deliver required outcomes at the right time.

2 Problems have minimal impact outside this process.

Delivers required outcomes at the right time

3
Process delivers required outcomes at the right time, and
4 additional value is regularly created for customers or the
organisation.
Onboarding Billing Delivery Support

3 1 1
Escalations
 Sales
Sustainability Onbo
Su

Effectiveness Customer Experience Effectiveness

Risk Staff Experience Risk

Roles and resources Stability and standardisation Roles and resources

Monitoring and oversight Effort Monitoring and oversight

Information and records Informa

Delivery
Sustainability SuSu
Effectiveness Customer Experience Effectiveness

Risk Staff Experience Risk

Roles and resources Stability and standardisation Roles and resources

Monitoring and oversight Effort Monitoring and oversight

Information and records Informa

 Onboarding
Sustainability Billing
Sustainability

Effectiveness Customer Experience Effectiveness Customer E

Risk Staff Experience Risk S

sources Stability and standardisation Roles and resources S

ring and oversight Effort Monitoring and oversight Effort

Information and records Information and records

Support
Sustainability Escalations
Sustainability

Effectiveness Customer Experience Effectiveness Customer E

Risk Staff Experience Risk S

sources Stability and standardisation Roles and resources S

ring and oversight Effort Monitoring and oversight Effort

Information and records Information and records

ng
inability

Customer Experience

Staff Experience

Stability and standardisation

Effort

n and records

tions
inability

Customer Experience

Staff Experience

Stability and standardisation

Effort

n and records
 Sustainability Customer Experience
Sales Sales

Escalations Onboarding Escalations

Support Billing Support

Delivery Delivery

Information and records Monitoring and oversigh

Sales Sales

Escalations Onboarding Escalations

Support Billing Support

Delivery Delivery
omer Experience Staff Experience Stab
Sales Sales

Onboarding Escalations Onboarding Escalations

Billing Support Billing Support

Delivery Delivery

ring and oversight Roles and resources

Sales Sales

Onboarding Escalations Onboarding Escalations

Billing Support Billing Support

Delivery Delivery
 Stability and standardisation Effort
Sales Sales

Escalations Onboarding Escalations Onboarding

Support Billing Support Billing

Delivery Delivery

Risk Effectiveness
Sales Sales

Escalations Onboarding Escalations Onboarding

Support Billing Support Billing

Delivery Delivery
t

Onboarding

Billing

ness

Onboarding

Billing
 Sales Onboarding Billing
Sustainability 2 3 1
Customer Experience 0 0 0
Staff Experience 0 0 0
Stability and standardisation 0 0 0
Effort 0 0 0
Information and records 0 0 0
Monitoring and oversight 0 0 0
Roles and resources 0 0 0
Risk 0 0 0
Effectiveness 0 0 0
Delivery Support Escalations
1 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0