1.

1 Senior Leadership
Vision and values

Set and deploy vision to define the Set and deploy organizational values that guide or govern the
P organization of the future – what it P behavior of everyone in the organization (see next page for
should become [1.1a(1)] sample values and related linkages) [1.1a(1)]

D Create an environment that fosters and requires legal and ethical behavior as demonstrated
by senior leader actions [1.1a(2)]

Communicate
Use multiple methods including social media to communicate key decisions and
D needed changes. Participate in and make sure reward and recognition are aligned
C A to support high performance and a customer/business focus. [1.1b]
Evaluate and
improve the
effectiveness Mission and Organization Performance
and personal D D Key results of
skills of senior Create Environment for Success Focus on Action
senior leader
1
leaders and Create a successful organization; an environment for achieving Identity and align needed actions to create and balance
communication
their related mission, performance leadership, innovation and intelligent risk value for customers stakeholders, achieve innovation
effectiveness
work processes taking, fosters customer engagement, organizational and and intelligent risk taking, produce desired performance
are reported in
[1.2a(2) and personal learning, succession planning, and future leader outcomes, improve performance, and achieve mission
7.4a(1)
scoring development [1.1c(1)] [1.1c(2)]
guidelines]
 1.2 Governance and Societal Responsibilities
Responsibilities to the Public
Effective Organizational Govemance
P Provide effective governance systems to protect stockholder and stakeholder interests, And ensure management, fiscal accountability, independence and effectiveness
of audits, accountability for strategic plans, and transparency of operations and board member selection. Provide for succession planning for senior leaders. [1.2a(1)]

C D Senior leaders use performance evaluations to help determine executive

Evaluate leader and board member effectiveness using performance compensation. Senior leaders and board members use performance reviews to
reviews, peer reviews, and employee surveys [1.2a(2) and note 1.2a(2)] advance their development and improve their leadership effectiveness and the
A effectiveness of leaders at all levels. [1.2a(2)]

Legal and Regulatory Compliance

Key results of ethical
P Identify legal, regulatory, and community concerns associated Define key measures behavior, fiscal
C Ethical Behavior with products, services, and operations [1.2b(1)] and targets for legal accountability,
Ensure ethical business practices in
P Anticipate public concerns arising from current and future
P requirements and for regulatory and legal
compliance, and
A all stakeholder transactions[1.2b(2)]
products, services, and operations [1.2b(1)]
addressing risks
[1.2b(1)] support of key
communities are
D Conserve natural resources and manage supply chain to do the same [1.2b(1)]
reported in 7.4a(2-5)

D Address risks and concerns in a systematic. Proactive manner [1.2b(1)]

2
Societal Responsibilities and Support of Key Communities
P Address societal well-benefit –– including contributing to environmental, social, and economic systems –– as apart of strategy and daily operations [1.2(1)]
Align with strategic
P Actively strengthen key communities (considering the organization’s resource constraints). Linville the organization, its senior leaders, and workforce; objectives, action
plans, and measures
identify priority needs of key Communities; systematically address them; and leverage core competencies [1.2(1)]
[2.1b(1), 2.2a]

C Evaluate and refine the effectiveness of systems to provide effective

C Address critical issues of ethical, regulatory, legal, and public
governance, ensure legal and ethical behavior, and enhance community responsibility in Strategy Development [2.1]; Work Processes,
A involvement beyond mere compliance [scoring guidelines] A Operational Effectiveness, and Operations [Category 6]
 2.1 Strategy Development
Context Input from the Organizational Profile
Product offerings [P.1A(1)], mission, vision, and values [p.1a(2)], workforce characteristics/drivers of engagement [P.1a(3)],
organization assets [P.1a(4)], regulatory requirements [P.1a(5)], organizational structure [P.1b(1)], customer requirements/expecta-
tions [P.1b(2)], supplier capabilities [P.1b(3)], competitive position [P.2a(1)], competitive changes [P2a(1)], sources of comparative
data [P.2a(3)], strategic challenges and advantage [P.2b], and the performance evaluation and Improvement system [p.2c]

Potential strategic Stimulate Innovation Define Key Planning Elements

Opportunities Decide which strategic • Key participants
[2.1a(2)] opportunities are Intelligent • Short – and long – term planning horizons
risks worth pursuing • Key steps to conduct strategic planning
Collect and Use Relevant Data for [2.1a(2)] • The extent of transformational change needed
Strategic Planning • The need for organizational agility and operational fiexbllity
• Strategic challenges • Prioritize change Initiatives
• Strategic advantages [2.1a(1)]
• Potential changes in the regulatory and
external business environment Determine Work Systems to Achieve Strategic
• The ability to execute the strategic plan Objectives
[2.1a(3)] Conduct Strategic Planning • Decide which key processes will be accomplished by external
• Define key planning suppliers and partners
elements [2.1a(1)] • Ensure these decisions consider the organization’s core
• Stimulate Innovation competences of potential suppliers and partner
Review the planning process and data [2.1a(2)] • Determine future organizational core competences and work
to uncover and mitigate potential • Collect and use relevant systems
blind spots in the strategic planning data [2.1a(3)] [2.1a(4)]
process and information • Determine the work
[2.1a(3)] systems needed to achieve Strategic Objective Checklist
strategic objectives Ensure strategic objectives
Strategic Changes [2.1a(4)] • Achieve balance among varying and potentiality competing
Identity key changes as a result of strategic organizational needs
planning and objectives, If any, that should • Address strategic challenges
be made in the organization’s • Leverage core competences, strategic advantages, and 3
• Products Develop Strategic Objectives strategic opportunities
• Customers and markets • Define strategic objectives • Balance short- and longer-term planning horizons
• Suppliers and partners • Define Important goals • Consider and balance the needs of all key stakeholders
• Operations • Create timetable for [2.1b(2)]
[2.1b(1)] achieving objectives
[2.1b(1)]
Potential Strategic Objectives
To Strategy Strategic objectives might address rapid response,
Implementation customization, workforce capability/capacity, joint ventures,
Innovation, ISO quality or environmental systems registration,
Monitor Implementation Evaluate and refine processes for societal responsibility, social media and Web-based supplier
[7.4b, 4.1b] and customer relationship management, and product and
Adjust Processes As Needed to Change Plans planning and setting objectives.
service quality enhancements.
or Improve Implementation [Categories 1-6] [scoring guidelines] [Note 2.1b(1)]
 2.2 Strategy Implementation
Action Plan Development and Deployment

Strategic PDevelop short- and longer-term action plans that support each strategic objective. List action plans
objectives and Report on achievement of
and changes in products or services, customers, markets, or operational activities. [2.2a(1)] action plans [7.4b]
timetables.
[2.1b(1)]
D Use action plans to align
Deploy (implement) action plans based on strategic objectives to the workforce,
key suppliers, and partners. [2.2a(2)] reward and recognition of
workforce, managers, and
leaders [5.2a(4)]
DAllocate and balance resources to support action plans. Assess and manage financial and other risks
associated with action plans. [2.2a(3)]
Make certain the data to
D Develop human resource and workforce plans to help achieve strategic objectives and action plans monitor these actions are
and address potential changes in workforce capability and capacity. collected, analyzed, and used
to improve [4.1]
[2.2a(4)]

DDevelop key performance measures and/or indicators for tracking the achievement and effectiveness of A Establish and implement
modified action plans if
action plan progress. Ensure the system for measuring action plans promotes organization-wide circumstances require plan
alignment, and implementation includes all deployment areas as it tracks the achievement and shift and rapid execution of
C effectiveness of those plans. [2.2a(5)] new plans[2.2b]

P Provide performance projections for each key performance measure. Define expected (future) 4
performance levels of competitors, key benchmarks, as appropriate. Address current or projected
gap in action plans between your performance and that of competitors or comparable organizations.
[2.2a(6)]

[2.2a]

Evaluate and improve systems to develop action plans and estimates of future competitive performance levels
that support the strategic objectives, and the ability to implement modified action plans and rapid execution of
new plans [scoring guidelines]
 3.1 Voice of the Customer
P Customer listening strategies
Vision of the Customer include:
• Focus groups, surveys
D • Critical-incident reports
Customer Listening • Collection of
Listen to, interact with, and observe customers. Gather information from complaint/comment data by
former and current customers and potential customers and customers of front-line employees
competitors, as well as data from win/loss analysis and retention to obtain • Interviewing lost customers
actionable information and feedback on products, customer support, and • Electronic (e-mail)
transactions [3.1a(1,2)] • Web-based, including social
media (such as blogs,
P Information about the unique Facebook, Twitter)
needs of all of the customer • Complain logs
groups and market segments [3.1a(1)]
through the entire customer life Determine Customer Satisfaction, Engagement,
cycle (such as end users, and Dissatisfaction
dealers, and retail stores) drives P
differences in assessing
D Systematically gather actionable information about the satisfaction,
Modify collection strategies and
measurement scales according to
customer satisfaction, dissatisfaction, and engagement of customers, groups, and segments customer and market segments
dissatisfaction, and engagement [3.1b(1)] identified in P.1b(2)
[P.1b(2)]
5
D D Use customer information to
C Evaluate and improve the
Obtain satisfaction information comparing your customers with those of
competitors or similar providers [3.1b(2)] improve processes to exceed
analysis and use of customer customer expectations and
data. Improve and innovate secure long-term engagement
the approaches for [3.2b and 6.1]
determining customer
satisfaction and dissatisfaction
Report satisfaction, dissatisfaction, and
[scoring guidelines]
engagement results in 7.2
A
 3.2 Customer Engagement
Product Offerings and Customer Support
Determine customer groups and
market segments to pursue for
Product Offerings
current and future business
Determine customer and market needs and requirements for product and service offerings; identity and
through the entire customer
adapt product offerings to meet the requirements and exceed the expectations of customer groups and
chain (such as end users,
market segments; and attract new customers, and expand relationships with current customers [3.1a(1)]
dealers, and retail stores)
[3.2a(3),P.1b(2)]
Customer Support
Make it easy for customers to seek information and support and provide feedback on products and on levels
Determine customer of customer support. Communicate/ deploy customer support requirements to all people and processes
support requirements involved in customer support to ensure consistent levels of service. [3.2a(2) ]
[3.2a(2)]

Customer Segmentation
Use customer, market, product offering, and competitor information to identity
current and future customer groups and market segments. Consider this
information in deciding which customers to pursue for growth. [3.1a(3)]

Evaluate and improve the processes Build Customer Relationships

for identifying and adapting product
Collect, aggregate, analyze, and use complaint data to drive improvements, and minimize dissatisfaction and
offerings and for providing customer
the loss of repeat business. Manage complaints to recover customer confidence
support to keep them current with 6
[3.2b(2)]
business needs and directions
[scoring guidelines]
Build strong customer relationships, acquire new customers, meet their requirements, exceed their expectations
in each stage of the customer life cycle, enhance social media to enhance customer engagement, strengthen
Evaluate and improve the approaches relationships, and enhance brand image as well.
for building customer relationships to [3.2b(1)]
keep them current with changing
business needs and directions
[scoring guidelines] Report results on performance relative to key customer-focused product and process features in Item 7.1. Report results of customer
satisfaction, dissatisfaction, and engagement with products and support in Item 7.2. Also use results data to improve product offerings and
customer support [3.2a(1)], to target work processes for improvement[6.1], and to inform the strategic planning process [2.1a].