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Strategic Execution
A critical step toward productivity improvement is diagnostic assessment of the workforce - including Senior Leadership, all Managers and individual Employees. Without this information, a company can't hope to achieve higher levels of engagement and achievement from their number one investment.
Our tools are researched, and proven to provide this valuable insight prior to any development program for your organization. They include (but are not limited to):
- Strategic Engagement Gap Analysis (SEGA)
- Employee Engagement (PS-EE)
- Employee Satisfaction
- Customer Loyalty
- Productivity Improvement Metrics Analysis (specific to YOUR productivity drivers)
Strategic Execution Features
Instant Reporting for Strategic Planning
Value to the Organisation
Strategic Engagement Gap Analysis (SEGA)
The SEGA measures employees' personal and practical commitment to company strategy and its execution. It considers understanding of (focus), connection to (action), and the ability to deliver (sustainable competencies) on the strategic plan.
Why SEGA Matters
Research shows:
- An organization's ability to implement a strategy is a more critical determinant of success than the quality of the strategy.
- Up to 90% of corporate strategies fail (defined by lack of complete pre-launch success).
- Most organizations have trouble pinpointing where their efforts to execute their strategies are breaking down.
- 70% of all change initiatives fail due to people issues - inability to lead, lack of teamwork, unwillingness to take initiative, inability to deal with change, and other related issues.
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Strategic Execution Features
What can the SEGA tell me that the other surveys don't?
SEGA measures employee behaviors (motivation, commitment, and engagement) that drive strategy execution. Most other surveys utilize a personality-based approach (employee satisfaction).
Additional benefits :
- The SEGA measures behaviors that can directly impact financial performance.
- The SEGA assesses behaviors critical to implementing strategy and pinpoints strengths and weaknesses for leaders, managers, and individual workforce members.
How is the SEGA designed? What does the survey design consider?
The SEGA incorporates well-researched survey-design principles that encourage participation, ensure that items are easy to understand, allow for straightforward responses, and provide accurate results. Each item is specifically related to a behavior that has been shown to be important to strategic engagement and to measurable business outcomes such as customer loyalty, productivity, or profitability.
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Instant Reporting for Strategic Planning
What Does the SEGA Measure?
At an organizational level, it measures:
- How poised is your organization to execute on its strategies?
At the leader level, it measures:
- Do the leaders share a consistent view of the organization's strategic direction?
- Are the leaders of the business putting the good of the company ahead of their own priorities (silos)?
- Do the observable behaviors of the leadership team support the strategic direction of the organization?
At the manager level, it measures:
- Are the managers within the business communicating the company's strategies in a clear, consistent and compelling fashion?
- To what extent are managers reviewing progress with their teams relative to team and company objectives?
- How effectively and consistently are managers engaging, empowering and aligning their employees across the organization?
At the individual workforce level, it measures:
- To what extent does the front line actively seek information on the marketplace and organizational strategies?
- Is the front line clearly able to connect their individual contributions to overall company objectives?
- How well are skill-building opportunities integrated into the day-to-day workflow?
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Value to the Organisation
The SEGA illustrates behaviors that have been shown through research to indicate employee "buy-in" and personal investment in making the company better. Thus, the behaviors measured by the SEGA are directly related to important business outcomes, both internal (employee retention, number of accidents or productivity-line rejects) and external (financial performance, number of returning clients).
Companies can influence employee behavior; it is much harder to know that a specific company program influences employee satisfaction. Satisfaction is an internal, non-observable construct. In contrast, strategic engagement is defined in terms of observable behaviors that can be influenced by training, communication, changes in policies, procedures or HUMAN SYSTEMS, and other job actions.
SEGA scores also help companies assess the observed skill of the executive team and the effectiveness of strategy execution, among many other aspects of their strategic plan.
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