Tim Hoad - Creating Value from your Intangibles - Diagnostic - Feb 2004
35
CRITICAL SUCCESS FACTORS Creating Value From Your Intangibles A SELF ASSESSMENT TOOL FOR BUSINESS
Transcript of Tim Hoad - Creating Value from your Intangibles - Diagnostic - Feb 2004
CRITICAL SUCCESS FACTORS
Creating Value From Your Intangibles
A SELF ASSESSMENT TOOL FOR BUSINESS
Contents
Ministerial Foreword 01
The Intangibles Self Assessment Tool 02– Introduction– Investing to Create Value – Use by Business
How to use this Self Assessment Tool 04
Step 1 Define Your Aims 06Select Participants
Step 2 Assess Your Business 07
Questions 1.1 to 1.7 Current and Future Markets 08 Questions 2.1 to 2.7 Products and Services 10 Questions 3.1 to 3.7 People 12Questions 4.1 to 4.7 Innovation and Change 14 Questions 5.1 to 5.7 Strategy, Planning and Execution 16 Questions 6.1 to 6.7 Finance and Investment 18 Questions 7.1 to 7.7 Risk, Reward and Uncertainty 20
Action Sheet 1 22Ideas for Improvement 23
Step 3 Scores and Potential Improvement Areas 24Agreed Group Scores and Ideas 25
Step 4a Identification of Possible Actions 26
Notes 27
Step 4b Selected Actions 29
Step 5 Action Planning 30
Step 6 Reflection and Uses 31
Appendix 1
Creating value from your intangible assets 32
The DTI drives our ambition of‘prosperity for all’ by working tocreate the best environment forbusiness success in the UK.We help people and companiesbecome more productive bypromoting enterprise, innovationand creativity.
We champion UK business at homeand abroad. We invest heavily inworld-class science and technology.We protect the rights of workingpeople and consumers. And westand up for fair and open marketsin the UK, Europe and the world.
1
Ministerial Foreword
In a rapidly changing business environment, successful firms are those that constantly strive to improve and innovate. Increasingly it is intangible factors – people, ideas, and reputation –which underpin the best-performing businesses. As DTI’s Innovation Report1 shows, successfulcompanies recognise that investing in these intangible aspects of their business is essential totheir ability to create world-class high value added products and services.
The Government has been encouraging firms to pay more attention to their intangibles throughemphasis on particular issues such as improving workplace skills. We set up the Accounting forPeople task force to look at how companies can reflect the value of the work force as a businessasset.We have been promoting enterprise, entrepreneurship and best practice in employment,including work-life balance and real equality between men and women. And we have beenemphasising the need for innovation as part of the business model of successful companies, and backing it up with practical measures such as R&D tax credits.
In May 2001 we published ‘Creating value from your intangible assets’, a report highlighting how successful companies made best use of their tangible and intangible resources. That reportidentified seven areas which are vital to creating and preserving value in a business:
– Relationships– Knowledge– Leadership and Communication– Culture and Values– Reputation and Trust– Skills and Competencies– Processes and Systems
It also provided some suggestions for how a business might identify its key intangibles.
This self assessment tool builds on that report by providing companies with a way to understandthe intangible factors which are critical to their future success, and invest accordingly. Whateverthe size or nature of your business, this tool can help you do more with what you have, and toachieve even higher goals.
Patricia Hewitt
1www.dti.gov.uk/innovationreport
The Rt. Hon. Patricia Hewitt MPSecretary of State for Trade and Industry
2
The Intangibles Self Assessment Tool
IntroductionJust as directors and managers have a responsibility to look after so called ‘hard’ assets likeproperty and cash they also have a responsibility to look after ‘soft’ intangibles which are central to a viable and sustainable business. Successful businesses appreciate that many of the factorsupon which their future success depends are intangible in nature. Things like their reputation,knowledge, capabilities and ways of working which support both current activities and futureinnovation, are however normally unsuitable for inclusion within financial statements.
This self assessment tool has therefore been designed to be complementary to financialaccounting by focussing on the non-financial aspects of a business which influence future cashflows and, ultimately, the value of the business to its shareholders and stakeholders.
Through this publication, we build on the first intangibles report ‘Creating value from yourintangible assets’ by offering a framework which enables users to set clear aims, understand the critical success factors which drive value creation and to facilitate a constructive discussionaimed at getting everyone committed to a common direction and purpose.
Central to this self assessment is the evaluation of the importance of the following intangibles: – Relationships– Knowledge– Leadership and Communication– Culture and Values– Reputation and Trust– Skills and Competencies– Processes and Systems
Against a carefully selected range of real business issues:– Current and Future Markets– Products and Services– People– Innovation and Change– Strategy, Planning and Execution– Finance and Investment– Risk, Reward and Uncertainty
Tim HoadSenior Industrialist, DTI Business Finance and Investment Unit
3
Using this tool enables any individual to evaluate their existing strategy or to explore a specificproblem or opportunity with a view to deciding on some specific actions to help the business toplan and deliver desired change.
More importantly for teams, by focussing on individual self assessment over a range of carefully selected critical success factors, this tool provides an opportunity for those who are most involved or most affected by proposed changes, to identify and discuss issues arising as a key step towards gaining group understanding and commitment towards planned actions.
By nature businesses succeed based on their differences, we therefore argue that there are many recipes for success rather than one single recipe which answers all business needs.
This self assessment tool concentrates on identification of the competencies and distinctive capabilities necessary for the business to compete in its chosen markets. By comparingperceptions of importance and ability of selected critical success factors, this tool helps businesses to focus their thoughts on what they are trying to achieve and where to focus their investments for future success.
Investing to Create ValueWhatever the investment of time, effort, reputation etc. in both tangible and intangible aspects of your business this self assessment tool will help you understand how and why yourinvestments are intended to contribute to your future success.
As with any investment, investors should seek answers to four basic questions:
1. What are the competencies and capabilities that will enable this business to grow and prosper?
2. Where is the value in this business and how will this value be nurtured and sustained?
3. How efficiently will this business manage its range of operations compared to its competitors?
4. Do we trust those in charge to identify and manage key risks and to deliver what they promise?
Whatever your aims or purpose, clarification of the ways in which various non financial factorsunderpin the assumptions used in construction of future financial forecasts represents animportant step in budgeting and planning for any business.
Use by BusinessesThis tool is intended to help any business that is seeking to improve its performance by generatinga picture of which intangible factors are most important to selected areas of your business and in highlighting where your strengths and weaknesses lie.
Using the critical success factor self assessment is a six-step process which can be completed in around one hour by an individual seeking to undertake a quick assessment of key issues. For team discussions and full action planning more time should be allowed depending on the numbers of people involved and the extent and complexity of issues to be reviewed.
Through we refer to ‘business’ throughout this document, all organisations including those ‘not for profit’ can use this tool to select and take action to improve a wide range of factors which are considered critical to their future success.
Tim Hoad
4
How to use this Self Assessment Tool
Step 1
Define your Aims/Objectives/Ambitions for your business
– What is it that you are trying to achieve?– How would you describe success?
Select Particpants
– Decide who needs to be involved – split large teams into groups– Brief participants prior to running group sessions
Hint – Do you wish to focus on thebusiness as a whole or would you get more value from focussing on a specific aspect of the business?
Involving the whole team will help to turn ideas into action.
Keep group sizes manageable.
Step 2
Individual Assessment against 49 Critical Success Factors (CSF’s)
– How do you rank your business in terms of existing Ability?– How important is each CSF to the future success of your business?
– Which CFS’s are most likely to help you achieve the objectives setout in Step 1?
Hint – After each set of 7 questions,each participant should stop to reflecton issues which they feel may needattention and:
– Highlight each CSF they wish totarget for attention on Action Sheet 1 (page 22).
– Make a note of any ideas they havefor improvement (page 23).
Score, highlighted CSF’s and ideas forimprovement are used as the basisfor the group discussion in Step 3.
Step 3
Scores and Potential Improvement Areas – Establish Ability andImportance scores for each intangible area and real business issue
For each CSF
– Within a group session, individual scores should be disclosed anddifferent perspectives discussed in order to arrive at group scores.
– Areas targeted for attention by individuals (Action Sheet 1) shouldlikewise be discussed as a group with a view to taking forward nomore than about 10 CFS’s for further exploration in Step 4
– For a further perspective, group scores should be added to providetotals for each intangible area and each real business issue.
Hint – Low ability compared toimportance scores may indicate that action is required, but don’tforget that future success maydepend on sustaining and improvingareas which are already strong.
Use the Agreed Group Scores sheetto identify CSF’s to take forward toStep 4.
22
Relationships
Knowledge
Leadership andCommunication
Culture and Values
Reputation andTrust
Skills andCompetencies
Processes andSystems
Current and FutureMarkets
Strength ofchannels and abilityto access chosenmarkets
Accuracy andrelevance of ourmarket research and intelligence
Pragmatic andsustainabledirection and focus
Negotiating powerand influence withsuppliers &collaborators
Delivering ourpromises on timeand to specification
Understanding offactors which drivemarketattractiveness
Focus on need forcontinualimprovement in all we do
Products andServices
Working with others to developcustomer solutions
Relativeattractiveness of features andbenefits
Prioritisation ofmarket research and productdevelopment
Customer loyaltybased on quality of experiences
Our solutions set thestandard for valueand performance
Effective use ofdesign covering the whole of eachproduct’s life
Fit betweenproductioncapabilities andmarket needs
People
Excellence innetworkingteamwork andcollaboration
Getting the right mixof wisdom andexperience tosucceed
Efforts alignedtowards a sharedaim and purpose
Motivating by rewardingproductivebehaviours
Understandingimplications andconsequences ofways of working
Trainingdevelopment and learningopportunities
Staff appraisal islinked to criticalsuccess factors
Innovation andChange
Development ofsensors and earlywarning systems
Development of proprietarysolutions andvaluable IPR
Effective trade offbetween currentand future needs
Listening to andsharing ideas withothers to buildsolutions
Sensitivity indealing withproblems andconcerns
Ability to seeproblems andopportunities in true context
Effective processesfor making best useof good ideas
Strategy, Planningand Execution
We collaboratewhere needed tostrengthen ourbusiness model
Strength ofmanagement trackrecord to date
For each part of ourbusiness we agreerealistic objectives
Changes which weimplement createvalue forstakeholders
We are viewed as asafe pair of handsby those we work with
We prioritise actionsbased on bothimportance andurgency
We understandinterconnections & dependenciesbetween actions
Finance andInvestment
Ability to build andconvey an attractive‘value proposition’
Pricing andbudgeting strategiesare evidence based
Determination to succeed despiteobstacles anddifficulties
We take a pragmaticview in terms ofsharing rewards
Open and honestdialogue withfinanciers andpartners
Ability of thebusiness to growand to generateprofits
Control of alloperations butparticularly cashflow
Risk, Reward andUncertainty
Consideringscenarios helps us to live withuncertainty
We have metricswhich accuratelykeep track of all ourCSF’s
Routines andframeworks fordelegation andcontrol
We work with ourstakeholders to limit areas ofdissatisfaction
Retaining thesupport needed tosurvive temporarysetbacks
Speed with whichwe learn frommistakes and act tocorrect them
Ability tounderstand risksand operations formanaging them
Action Sheet – 1
CSF
Real Business Issues
Inta
ng
ible
Are
as
9
Ideas for improvementCSF
CSF’s
Relationships
Knowledge
Leadership andCommunication
Culture and Values
Reputation andTrust
Skills andCompetencies
Processes andSystems
Total for RealBusiness Issues
Current and FutureMarkets
1.1
1.2
1.3
1.4
1.5
1.6
1.7
I A
Products andServices
2.1
2.2
2.3
2.4
2.5
2.6
2.7
I A
People
3.1
3.2
3.3
3.4
3.5
3.6
3.7
I A
Innovation andChange
4.1
4.2
4.3
4.4
4.5
4.6
4.7
I A
Strategy, Planningand Execution
5.1
5.2
5.3
5.4
5.5
5.6
5.7
I A
Finance andInvestment
6.1
6.2
6.3
6.4
6.5
6.6
6.7
I A
Risk, Reward andUncertainty
7.1
7.2
7.3
7.4
7.5
7.6
7.7
I A
Totals forIntangibles Areas
A
I
A
I
A
I
A
I
A
I
A
I
A
I
CSF’s toexplore in
Step 4
5
Step 4
Identification of Possible Actions worthy of pursuit and Selected:
– Short Term Actions– Longer Term Improvement Plans
– Should you add any of your own CSF’s or consider merging CSF’s?
– What business cases should be taken forward to project appraisalStep 5?
Hint – Don’t try to take on too much at once.
Where are your real priorities?
Look for some quick wins and to build some longer-term strengths that are difficult for others to copy.
What will the group do differentlytomorrow as a result of goingthrough this exercise?
What consents are required to investin new things or to change what isbeing done?
Step 5
Action Planning
– Build the business case– Think about your return on investment not just in terms of the
profit and loss account but in terms of the value of your businessbased on enhancing its ability to generate future income streams
Hint – Consider the Action Planningchecklist which has been providedon page 28 of this document.
Consider both financial and non-financial criteria.
Step 6
Reflection and Uses
– What is the next topic you wish to consider in Step 1?– Things change, so consider the importance of options and
flexibility
Hint – Use the tool to focus ondifferent aspects by returning toStep 1 on a regular basis.
Short Term Actions Responsibility Due By
1
2
3
4
5
Longer Term Improvement Plans Responsibility Review By
1
2
3
4
5
6
This self assessment tool helps you to think through the key intangible factors which relate to your business. The first stage in this process is to decide what issue or issues to consider and who to involve.
What to focus on?This self assessment tool is equally suitable for:
– Undertaking a general review of your overall business strategy– Enabling you to focus your attention on a specific business problem or opportunity
It provides a convenient starting point for any individual considering basic management issues like:
– Where are we now?– Where do we want to be?– How do we get there?– What is stopping us?
Consider these questions for a few moments and write down your thoughts on:
What is it that you are trying to achieve?
How would you describe success? (What things will be different?)
Who needs to be involved? – Team building and focus on achieving success
The purpose of this tool is to focus team efforts on the actions required to achieve your goals. By undertaking this exercise as a team drawn from those accountable, responsible, involved or affected by whatever changes are needed you will:
– Bring out into the open, differing perceptions relating to the various CSF’s – Provide an opportunity to discuss the reasons for these differing perspectives– Decide as a group which CSF’s require attention and what actions to take– Agree what will change immediately and what other actions require appraisal and approval
Participants
1 2
3 4
5 6
7 8
Step 1 – Define Your Aims
7
Each section of self-analysis questions is given an overall context and examples of the keyintangibles are described at the start of each of the seven following sections.
Working alone, participants are asked to consider the statements made about the critical successfactors, and then rate both your ability – how true the statements are for your business (or theportion of your business you are considering) – and the importance to your business of eachstatement being true.
In Step 1 you provided an issue to consider in terms of:
– What is it that you are trying to achieve?– How would you describe success?
Now you analyse this issue by considering 7 Intangible Areas against 7 Real Business Issues
Intangible Areas Real Business Issues
– Relationships – Current and future Markets– Knowledge – Products and Services– Leadership and Communication – People– Culture and Values – Innovation and Change– Reputation and Trust – Strategy, Planning and Execution– Skills and Competencies – Finance and Investment– Processes and Systems – Risk, Reward and Uncertainty
ScoringThis self assessment works because it gets you to think about a diverse range of CFS’s in terms ofwhere your business is now (current Ability) against where you would like to be (the level ofImportance you attribute to each CSF).
The important thing about this self scoring system is to be honest – thinking about the scores and identifying the reasons why they are low or high is where the real value lies – not the scoresthemselves.
For teams – undertake scoring individually, in Step 3 you will have an opportunity to identify and discuss differences as you seek to interpret your scores.
Key to Scores
Ability Scores – To what extent do you agree that the statement is true for your business?
– Totally agree Score 4– Pretty well agree Score 3– Some work to do Score 2– Lots of work to do Score 1– Not Applicable / Irrelevant Score 0
Importance Scores – How important is it to your business for the statement to be true?
– Critical to success Score 4– Very important Score 3– Somewhat important Score 2– Of little importance Score 1– Not Applicable / Irrelevant Score 0
Step 2 – Assess Your Business
8
Ho
w w
ell d
oes y
ou
r b
usin
ess u
nd
ers
tan
d t
he m
ark
ets
wit
hin
wh
ich
it
op
era
tes a
nd
th
e facto
rs w
hic
h e
nab
le it
to s
usta
in a
pro
fita
ble
fu
ture
?
Issu
es t
o c
on
sid
er:
– Th
e sc
ale,
sco
pe, r
each
, rel
iabi
lity,
pro
min
ence
and
sus
tain
abili
ty o
f our
dis
trib
utio
n ne
twor
ks–
How
wel
l you
und
erst
and
mar
ket t
rend
s an
d de
velo
pmen
ts a
nd th
e ef
fect
s th
at th
ese
fact
ors
will
hav
e on
you
r com
petit
ive
posi
tioni
ng–
Qua
lity
of re
spon
sive
ness
to th
e va
riou
s w
ays
in w
hich
the
mar
ket i
s lik
ely
to e
volv
e–
Perc
eive
d va
lue
and
impo
rtan
ce o
f you
r org
anis
atio
n to
sup
plie
rs a
nd p
oten
tial p
artn
ers
base
d on
the
way
the
busi
ness
ope
rate
s–
Cus
tom
er c
onfid
ence
that
this
bus
ines
s w
ill d
eliv
er w
hat i
t pro
mis
es to
del
iver
–
Abi
lity
to b
uild
and
def
end
prof
itabl
e ni
ches
for o
ur ra
nge
of b
usin
ess
activ
ities
– A
bilit
y to
mak
e ef
ficie
nt, e
ffec
tive
and
econ
omic
al u
se o
f new
des
igns
, mat
eria
ls, t
echn
olog
ies
and
way
s of
wor
king
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
1 –
Cu
rren
t an
d F
utu
re M
ark
ets
9
1.1
1.2
1.3
1.4
1.5
1.6
1.7
Inta
ng
ible
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
Str
engt
h of
cha
nnel
s an
d ab
ility
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
d re
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
nd s
usta
inab
ledi
rect
ion
and
focu
s
Neg
otia
ting
pow
er a
nd in
fluen
cew
ith s
uppl
iers
and
col
labo
rato
rs
Del
iver
ing
our p
rom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng th
e fa
ctor
sw
hich
driv
e m
arke
t attr
activ
enes
s
Focu
s on
nee
d fo
r con
tinua
lim
prov
emen
t in
all w
e do
We
have
all
the
rela
tions
hips
we
need
to e
nsur
e th
at w
e ha
veef
fect
ive
acce
ss to
our
inte
nded
mar
kets
We
fully
und
erst
and
all o
ur m
arke
ts a
nd th
e fa
ctor
s w
hich
ena
ble
us to
rem
ain
com
petit
ive
with
in th
em.
Our
dire
ctio
n is
cle
ar to
eve
ryon
e an
d al
l our
act
ions
are
dire
cted
tow
ards
ach
ievi
ng a
com
mon
mis
sion
and
pur
pose
The
way
in w
hich
we
oper
ate
crea
tes
valu
e fo
r bot
h ou
rsel
ves
and
thos
e w
ho c
ontr
ibut
e to
our
suc
cess
Oth
ers
deal
with
us
beca
use
we
alw
ays
hono
ur o
ur c
omm
itmen
tsan
d w
e do
n’t m
ake
prom
ises
that
we
can’
t ful
fil
We
have
bui
lt at
trac
tive
mar
ket n
iche
s an
d w
e ha
ve th
e co
reco
mpe
tenc
ies
and
dist
inct
ive
capa
bilit
ies
nece
ssar
y to
def
end
them
We
mai
ntai
n a
cons
tant
sea
rch
for n
ew v
alue
-add
ing
way
s of
wor
king
that
are
cap
able
of i
mpr
ovin
g an
y as
pect
of o
ur b
usin
ess
oper
atio
ns
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Fo
cu
s fo
r A
cti
on
Sh
eet
1S
tate
men
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
10
Ho
w w
ell d
oes y
ou
r b
usin
ess u
nd
ers
tan
d t
he c
urr
en
t an
d e
vo
lvin
g
need
s o
f it
s c
usto
mers
an
d t
he facto
rs w
hic
h d
rive s
uccessfu
l p
rod
uct
develo
pm
en
t?Is
su
es t
o C
on
sid
er
– S
kill
in w
orki
ng w
ith o
ther
s to
ena
ble
succ
essf
ul id
entif
icat
ion
and
artic
ulat
ion
of k
ey c
usto
mer
nee
ds–
Abi
lity
to a
pply
kno
wle
dge
to a
lign
prod
uct f
eatu
res
with
val
uabl
e cu
stom
er b
enef
its
– Ef
fect
ive
targ
etin
g of
the
know
ledg
e an
d ca
pabi
litie
s re
quir
ed to
sus
tain
a c
ompe
titiv
e pr
oduc
t ran
ge
– O
vera
ll qu
ality
of t
he w
hole
sal
es p
rom
otio
n, b
uyin
g an
d af
ter c
are
expe
rien
ce–
The
qual
ity a
nd v
alue
for m
oney
of e
ach
of o
ur p
rodu
cts
and
serv
ices
rela
tive
to th
e al
tern
ativ
es a
vaila
ble
from
com
petit
ors
– Ef
fect
ive
depl
oym
ent o
f rel
evan
t sci
entif
ic, t
echn
olog
ical
and
mar
ket d
evel
opm
ents
thro
ugh
effe
ctiv
e us
e of
des
ign
– A
bilit
y to
cho
ose
whe
re a
nd h
ow to
ope
rate
to e
nsur
e th
at p
rodu
cts
and
serv
ices
can
be
deliv
ered
on
time
and
to s
peci
ficat
ion
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
2 –
Pro
du
cts
an
d S
erv
ices
11
Inta
ng
ible
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
2.1
2.2
2.3
2.4
2.5
2.6
2.7
Wor
king
with
oth
ers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
e at
trac
tiven
ess
of fe
atur
es a
nd b
enef
its
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct d
evel
opm
ent
Cus
tom
er lo
yalty
bas
ed
on q
ualit
y of
exp
erie
nces
Our
sol
utio
ns s
et th
e st
anda
rdfo
r val
ue a
nd p
erfo
rman
ce
Effe
ctiv
e us
e of
des
ign,
cov
erin
gth
e w
hole
of e
ach
prod
uct’s
life
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
d m
arke
t nee
ds
Our
con
tact
s an
d co
llabo
ratio
ns a
re s
uffic
ient
to id
entif
y, a
rtic
ulat
ean
d re
spon
d to
all
our c
usto
mer
s’ n
eeds
We
are
expe
rt in
dev
elop
ing
viab
le s
olut
ions
whi
ch m
atch
pro
duct
feat
ures
with
cus
tom
er b
enef
its
We
targ
et o
ur m
arke
t res
earc
h an
d pr
oduc
t dev
elop
men
t to
deliv
er a
nd s
usta
in a
sen
sibl
e po
rtfo
lio o
f pro
duct
s an
d se
rvic
es
Ever
yone
ass
ocia
ted
with
us
wor
ks a
s a
team
to e
nsur
e th
atcu
stom
ers
wan
t to
com
e ba
ck to
us
time
and
agai
n
Our
cus
tom
ers
tell
us th
at w
e pr
ovid
e ou
tsta
ndin
g qu
ality
and
valu
e fo
r mon
ey
Our
des
igns
ach
ieve
mar
ket l
eade
rshi
p be
caus
e of
our
abi
lity
to d
eplo
y re
leva
nt k
now
ledg
e ef
fect
ivel
y
We
care
fully
sel
ect o
ur lo
catio
ns a
nd m
odes
of o
pera
tion
in
orde
r to
ensu
re th
at w
e ca
n de
liver
on
time,
eve
ry ti
me
and
to s
peci
ficat
ion
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Fo
cu
s fo
r A
cti
on
Sh
eet
1S
tate
men
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
12
Ho
w w
ell d
oes y
ou
r b
usin
ess r
eco
gn
ise t
he e
ssen
tial r
ole
th
at
peo
ple
pla
yin
yo
ur
ab
ilit
y t
o o
verc
om
e t
he c
hallen
ges y
ou
mu
st
face in
th
e m
ark
ets
inw
hic
h y
ou
op
era
te?
Issu
es t
o c
on
sid
er:
– A
bilit
y to
tap
into
a w
ide
rang
e of
per
spec
tives
and
idea
s th
roug
h ef
fect
ive
inte
rnal
and
ext
erna
l net
wor
ks–
The
abili
ty to
lear
n bo
th fr
om y
our o
wn
and
from
oth
er’s
exp
erie
nces
and
to a
pply
this
wis
ely
and
in c
onte
xt–
Abi
lity
to c
hann
el p
eopl
e’s
effo
rts
tow
ards
a s
hare
d ai
m a
nd p
urpo
se
– A
bilit
y to
mot
ivat
e pe
ople
thro
ugh
reco
gniti
on a
nd re
war
d of
team
wor
k an
d ot
her p
rodu
ctiv
e be
havi
ours
whi
ch c
reat
e va
lue
– U
nder
stan
ding
the
effe
ct th
at y
ou a
ctio
ns h
ave
on ‘s
take
hold
ers’
and
ass
ocia
ted
impl
icat
ions
for c
urre
nt w
ays
of w
orki
ng–
Str
engt
h of
cor
e co
mpe
tenc
ies
and
dist
inct
ive
capa
bilit
ies
avai
labl
e to
be
depl
oyed
–
Deg
ree
of a
lignm
ent b
etw
een
the
syst
em o
f sta
ff a
ppra
isal
and
the
criti
cal s
ucce
ss fa
ctor
s fo
r the
bus
ines
s
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
3 –
Peo
ple
13
3.1
3.2
3.3
3.4
3.5
3.6
3.7
Inta
ng
ible
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
Exce
llenc
e in
net
wor
king
,te
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
man
d ex
perie
nce
to s
ucce
ed
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
e be
havi
ours
Und
erst
andi
ng im
plic
atio
ns
and
cons
eque
nces
of w
ays
of w
orki
ng
Trai
ning
, dev
elop
men
t and
lear
ning
opp
ortu
nitie
s
Sta
ff ap
prai
sal i
s lin
ked
to c
ritic
alsu
cces
s fa
ctor
s
We
unde
rsta
nd th
at e
ffect
ive
know
ledg
e m
anag
emen
t is
mor
eab
out m
anag
ing
rela
tions
hips
bet
wee
n pe
ople
than
abo
utin
vest
men
t in
IT
We
achi
eve
our g
oals
bec
ause
we
get t
he ri
ght p
eopl
e w
ith th
erig
ht e
xper
ienc
e in
the
right
pla
ce a
t the
righ
t tim
e
The
mis
sion
of t
his
busi
ness
is a
livi
ng c
once
pt w
hich
our
peo
ple
care
dee
ply
abou
t
We
cele
brat
e su
cces
s th
roug
h re
cogn
isin
g an
d re
war
ding
the
cont
ribut
ions
that
peo
ple
mak
e in
cre
atin
g va
lue
for t
he b
usin
ess
Bec
ause
we
take
car
e to
wor
k in
resp
onsi
ble
and
ethi
cal w
ays
we
enjo
y se
lf re
gula
tion
and
min
imal
exp
endi
ture
due
to c
ompl
aint
s
We
prov
ide
all o
ur p
eopl
e w
ith th
e le
arni
ng e
xper
ienc
es a
nd th
ede
velo
pmen
t opp
ortu
nitie
s th
at th
ey n
eed
to g
row
The
CS
F’s
iden
tifie
d fo
r the
org
anis
atio
n ar
e us
ed to
pro
vide
a
busi
ness
focu
s fo
r dis
cuss
ions
sur
roun
ding
st
aff a
ppra
isal
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Fo
cu
s fo
r A
cti
on
Sh
eet
1S
tate
men
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
14
Wh
at
new
ch
allen
ges a
nd
so
luti
on
s a
re e
merg
ing
wit
hin
yo
ur
mark
ets
an
d h
ow
well p
laced
is y
ou
r b
usin
ess t
o d
eliver
a s
uccessfu
l fu
ture
?
Issu
es t
o c
on
sid
er:
– A
bilit
y to
kee
p up
to d
ate
with
the
way
s in
whi
ch m
arke
ts a
nd c
usto
mer
nee
ds e
volv
e th
roug
h ef
fect
ive
dial
ogue
and
dis
cuss
ion
– A
bilit
y to
see
pro
blem
s an
d op
port
uniti
es in
con
text
and
to d
evel
op p
ropr
ieta
ry w
ays
of a
ddre
ssin
g th
em–
Effe
ctiv
e tr
ade
off b
etw
een
the
need
to m
ake
impr
ovem
ents
to c
urre
nt a
ctiv
ities
to h
arve
st re
war
ds a
nd in
vest
men
t in
new
opp
ortu
nitie
s –
Str
engt
h of
col
labo
rativ
e be
havi
ours
like
info
rmat
ion
shar
ing
and
the
dive
rsity
of p
ersp
ectiv
e fr
om te
am b
ased
pro
blem
sol
ving
– In
tegr
ity, e
mpa
thy
and
sens
itivi
ty in
dea
ling
with
peo
ple’
s pr
oble
ms
and
conc
erns
rela
ting
to c
hang
e–
Abi
lity
to a
cqui
re, s
tore
, sha
re, a
bsor
b an
d to
app
ly k
now
ledg
e in
new
way
s an
d in
new
con
text
s–
Mak
ing
best
use
of g
ood
idea
s, w
here
ver t
hey
com
e fr
om
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
4 –
In
no
vati
on
an
d C
han
ge
15
4.1
4.2
4.3
4.4
4.5
4.6
4.7
Inta
ng
ible
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
Dev
elop
men
t of s
enso
rs a
ndea
rly w
arni
ng s
yste
ms
Dev
elop
men
t of p
ropr
ieta
ryso
lutio
ns a
nd v
alua
ble
Inte
llect
ual P
rope
rty
Rig
hts
(IPR
)
Effe
ctiv
e tr
ade
off b
etw
een
curr
ent a
nd fu
ture
nee
ds
List
enin
g to
and
sha
ring
idea
sw
ith o
ther
s to
bui
ld s
olut
ions
Sen
sitiv
ity in
dea
ling
with
prob
lem
s an
d co
ncer
ns
Abi
lity
to s
ee p
robl
ems
and
oppo
rtun
ities
in tr
ue c
onte
xt
Effe
ctiv
e pr
oces
ses
for m
akin
gbe
st u
se o
f goo
d id
eas
Our
net
wor
k of
con
tact
s en
sure
s th
at w
e ge
t ear
ly w
arni
ng o
f an
y ch
ange
s w
hich
affe
ct th
e m
arke
ts w
ithin
whi
ch w
e op
erat
e
We
man
age
our k
now
ledg
e an
d ap
ply
our e
xper
ienc
e in
ord
er to
exte
nd o
ur ra
nge
of p
ropr
ieta
ry p
rodu
cts,
pro
cess
es a
nd s
ervi
ces
We
inve
st b
oth
to g
et th
e be
st o
ut o
f our
cur
rent
act
iviti
es a
nd to
ensu
re th
at w
e de
velo
p th
e ne
w a
ctiv
ities
requ
ired
to p
rovi
de fo
rou
r fut
ure
By
liste
ning
to a
nd s
harin
g id
eas
with
oth
ers
we
brin
g a
dive
rse
rang
e of
per
spec
tives
to o
ur p
robl
em s
olvi
ng a
nd s
olut
ion
build
ing
activ
ities
Bec
ause
we
are
trus
ted
with
peo
ple’
s tr
ue fe
elin
gs w
e ar
e ab
le
to id
entif
y an
d ad
dres
s ro
ot c
ause
s of
pro
blem
s an
d co
ncer
ns
Our
abi
lity
to c
onve
rt id
eas
into
pro
fitab
le o
ppor
tuni
ties
is b
ased
on o
ur a
bilit
y to
see
pro
blem
s in
thei
r tru
e co
ntex
t
We
have
effe
ctiv
e pr
oces
ses
for c
omm
unic
atin
g, a
sses
sing
,de
velo
ping
and
com
mer
cial
isin
g vi
able
idea
s
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Fo
cu
s fo
r A
cti
on
Sh
eet
1S
tate
men
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
16
Do
yo
ur
pla
nn
ing
an
d b
ud
geti
ng
pro
cesses p
rovid
e s
uff
icie
nt
flexib
ilit
yto
en
ab
le a
pro
acti
ve r
esp
on
se t
o e
merg
ing
op
po
rtu
nit
ies a
nd
th
reats
?
Issu
es t
o c
on
sid
er:
– S
tren
gth
of b
usin
ess
mod
els
and
ongo
ing
posi
tioni
ng w
ithin
val
ue c
hain
s–
Expe
rienc
e in
doi
ng w
hat w
e ar
e se
tting
out
to a
chie
ve–
Effe
ctiv
e us
e of
bud
getin
g as
a s
erva
nt o
f str
ateg
ic p
lann
ing
not a
s its
mas
ter
– U
nder
stan
ding
the
fact
ors
whi
ch d
rive
diffe
ring
stak
ehol
der p
ersp
ectiv
es o
f suc
cess
– U
nder
stan
ding
the
type
of t
hing
s w
hich
mig
ht g
o w
rong
and
abi
lity
to c
hoos
e ac
tions
whi
ch s
ucce
ed in
avo
idin
g pr
oble
ms
befo
re th
ey a
rise
– A
bilit
y to
tran
slat
e st
rate
gic
inte
nt in
to a
via
ble
and
man
agea
ble
prog
ram
me
of p
roje
cts,
act
ions
and
act
iviti
es–
Whi
lst w
e fo
cus
on in
tend
ed o
utco
mes
, we
also
see
k to
und
erst
and
and
man
age
any
usef
ul o
r har
mfu
l bi-p
rodu
cts
from
our
act
ions
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
5 –
Str
ate
gy, P
lan
nin
g a
nd
Execu
tio
n
17
5.1
5.2
5.3
5.4
5.5
5.6
5.7
Inta
ng
ible
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
Neg
otia
ting
stre
ngth
with
in th
eva
lue
chai
n
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
We
set r
ealis
tic o
bjec
tives
fo
r eac
h of
our
key
act
iviti
es
Cha
nges
whi
ch w
e im
plem
ent
crea
te v
alue
for s
take
hold
ers
We
are
view
ed a
s a
safe
pai
r of
han
ds b
y th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
bas
ed o
nbo
th im
port
ance
and
urg
ency
We
unde
rsta
nd in
terc
onne
ctio
nsan
d de
pend
enci
es b
etw
een
actio
ns
Our
bus
ines
s m
odel
is s
ound
bec
ause
we
have
the
colla
bora
tions
and
reso
urce
s ne
cess
ary
to s
ecur
e ou
r pos
ition
with
in th
e va
lue
chai
n
We
have
the
expe
rienc
e to
und
erta
ke a
ll ar
eas
of a
ctiv
ity w
hich
our s
take
hold
ers
cons
ider
key
to s
ucce
ss
We
set r
ealis
tic b
udge
ts, m
ilest
ones
and
obj
ectiv
es fo
r eac
h of
our
pro
ject
s an
d pr
ogra
mm
es
We
unde
rsta
nd h
ow c
hang
es in
the
way
we
wor
k af
fect
our
diffe
rent
sta
keho
lder
s
Peop
le tr
ust u
s to
mak
e th
e rig
ht s
trat
egic
and
reso
urce
allo
catio
nde
cisi
ons
All
our p
eopl
e ar
e in
volv
ed w
ith p
roje
cts
and
as a
n or
gani
satio
nw
e ex
cel a
t pro
ject
man
agem
ent
We
unde
rsta
nd th
e w
ay in
whi
ch th
e th
ings
we
do in
terr
elat
e an
d m
anag
e th
ings
acc
ordi
ngly
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Fo
cu
s fo
r A
cti
on
Sh
eet
1
Sta
tem
en
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
18
Do
yo
u u
nd
ers
tan
d h
ow
to
pri
ori
tise y
ou
r in
vestm
en
t o
f ti
me, e
ffo
rt
an
d m
on
ey in
ord
er
to e
nsu
re t
hat
yo
ur
bu
sin
ess r
em
ain
s c
red
itw
ort
hy
an
d a
ttra
cti
ve t
o in
vesto
rs?
Issu
es t
o c
on
sid
er:
– A
bilit
y to
art
icul
ate
busi
ness
opp
ortu
nitie
s an
d to
just
ify k
ey a
ssum
ptio
ns–
Abi
lity
to m
axim
ise
valu
e by
bot
h de
velo
pmen
t of f
utur
e in
com
e st
ream
s an
d by
ens
urin
g su
rviv
al to
enj
oy th
em–
Mak
ing
effe
ctiv
e us
e of
str
engt
hs a
nd a
bilit
y to
wor
k w
ith o
ther
s as
nec
essa
ry to
ens
ure
that
pro
duct
s an
d se
rvic
es r
emai
n co
mpe
titiv
e –
Rec
ogni
tion
that
ther
e m
ay b
e a
need
to ta
ke a
pra
gmat
ic v
iew
on
shar
ing
rew
ard
base
d on
rel
ativ
e co
ntrib
utio
n to
war
ds s
ucce
ss
– A
bilit
y to
attr
act i
nves
tmen
t and
to r
etai
n th
e su
ppor
t of i
nves
tors
des
pite
set
back
s–
Effi
cien
t, ef
fect
ive
and
econ
omic
al u
se o
f all
the
reso
urce
s av
aila
ble
to e
nsur
e an
effe
ctiv
e ba
lanc
e be
twee
n gr
owth
and
pro
fitab
ility
–
Deg
ree
of c
ontr
ol o
ver
oper
atio
ns w
hich
con
trib
ute
to s
ucce
ss b
ut p
artic
ular
ly th
e ab
ility
to e
nsur
e th
at th
e bu
sine
ss d
oes
not r
un o
ut o
f cas
h
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
6 –
Fin
an
ce a
nd
In
vestm
en
t
19
6.1
6.2
6.3
6.4
6.5
6.6
6.7
Inta
ng
ible
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
Abi
lity
to b
uild
and
con
vey
anat
trac
tive
‘val
ue p
ropo
sitio
n’
Our
pric
ing
and
budg
etin
gst
rate
gies
are
evi
denc
e ba
sed
Det
erm
inat
ion
to s
ucce
edde
spite
obs
tacl
es a
nd d
iffic
ultie
s
We
take
a p
ragm
atic
vie
w
in te
rms
of s
harin
g re
war
ds
Ope
n an
d ho
nest
dia
logu
e w
ith fi
nanc
iers
and
par
tner
s
Abi
lity
of th
e bu
sine
ss to
gr
ow a
nd to
gen
erat
e pr
ofits
Con
trol
of a
ll op
erat
ions
bu
t par
ticul
arly
cas
h flo
w
We
rece
ive
finan
cial
sup
port
from
oth
ers
beca
use
we
are
able
to
art
icul
ate
a so
und
busi
ness
cas
e
We
can
accu
rate
ly p
redi
ct re
venu
e an
d pr
ofita
bilit
y fr
om c
urre
ntan
d fu
ture
pro
duct
s an
d se
rvic
es.
We
conc
entr
ate
on m
akin
g us
e of
our
str
engt
hs a
nd b
y w
orki
ngw
ith o
ther
s w
ho c
an c
ontr
ibut
e to
our
suc
cess
We
shar
e re
war
ds b
ased
on
the
rela
tive
cont
ribut
ion
that
thos
ein
volv
ed m
ake
tow
ards
suc
cess
We
prov
ide
a re
gula
r, tim
ely,
ope
n an
d re
liabl
e flo
w o
f inf
orm
atio
nto
ena
ble
our i
nves
tors
to a
ccur
atel
y as
sess
our
per
form
ance
We
mak
e be
st u
se o
f all
the
finan
cial
and
non
-fina
ncia
l res
ourc
esat
our
dis
posa
l to
enha
nce
prof
itabi
lity
and
to g
row
the
busi
ness
We
are
fully
aw
are
of th
e va
rious
way
s in
whi
ch w
e ca
n ge
nera
teca
shan
d w
e ke
ep c
lose
con
trol
ove
r the
way
s in
whi
ch w
e in
vest
it
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Fo
cu
s fo
r A
cti
on
Sh
eet
1S
tate
men
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
20
Do
yo
u u
nd
ers
tan
d t
he r
isks a
nd
op
po
rtu
nit
ies facin
g y
ou
based
on
bo
th y
ou
r o
wn
ways o
f w
ork
ing
an
d t
he w
ays in
wh
ich
yo
ur
mark
ets
are
evo
lvin
g?
Issu
es t
o c
on
sid
er:
– A
bilit
y to
pos
ition
the
busi
ness
for s
ucce
ss d
espi
te th
e un
cert
aint
ies
of c
hang
ing
mar
kets
– U
nder
stan
ding
wha
t is
criti
cal t
o bu
sine
ss s
ucce
ss a
nd h
ow th
ese
criti
cal s
ucce
ss fa
ctor
s lin
k to
val
ue c
reat
ion
– S
tand
ardi
sing
of r
outin
es to
max
imis
e ef
ficie
ncy
and
min
imis
e ris
k bu
t als
o fr
amew
orks
for d
ecis
ion
taki
ng w
hen
flexi
bilit
y is
des
irabl
e–
Exer
cise
of s
ound
judg
emen
t in
deal
ing
with
con
flict
ing
stak
ehol
der p
riorit
ies
– Th
e de
gree
of s
uppo
rt, t
oler
ance
or f
orgi
vene
ss w
hich
you
are
abl
e to
dra
w u
pon
in ti
mes
of n
eed
– A
bilit
y to
reco
gnis
e th
e po
tent
ial f
or ri
sk, s
kill
in d
evel
opin
g w
ays
to id
entif
y pr
oble
ms
early
and
to fi
x th
em b
efor
e it
is to
o la
te
– U
nder
stan
ding
the
vario
us te
chni
ques
ava
ilabl
e fo
r ris
k e.
g. a
void
ing,
miti
gatin
g, tr
ansf
errin
g, m
anag
ing
and
cons
ciou
sly
acce
ptin
g
Key t
o S
co
res
Ab
ilit
y S
co
res
– To
wha
t ext
ent d
o yo
u ag
ree
that
the
stat
emen
t is
true
for
your
bus
ines
s?
– To
tally
agr
eeS
core
4–
Pret
ty w
ell a
gree
Sco
re3
– S
ome
wor
k to
do
Sco
re2
– Lo
ts o
f wor
k to
do
Sco
re1
– N
ot A
pplic
able
/ Irr
elev
ant
Sco
re0
Imp
ort
an
ce S
co
res
– H
ow im
port
ant i
s it
to y
our b
usin
ess
for t
he s
tate
men
t to
be tr
ue?
– C
ritic
al to
suc
cess
Sco
re4
– Ve
ry im
port
ant
Sco
re3
– S
omew
hat i
mpo
rtan
tS
core
2–
Of l
ittle
impo
rtan
ceS
core
1–
Not
App
licab
le /
Irrel
evan
tS
core
0
Secti
on
7 –
Ris
k, R
ew
ard
an
d U
ncert
ain
ty
21
7.1
7.2
7.3
7.4
7.5
7.6
7.7
Are
a
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndCo
mm
unic
atio
n
Cul
ture
and
Valu
es
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
d S
yste
ms
Con
side
ring
scen
ario
s he
lps
us to
live
with
unc
erta
inty
We
have
met
rics
whi
chac
cura
tely
kee
p tr
ack
of a
ll ou
r CS
F’s
Rou
tines
and
fram
ewor
ks
for d
eleg
atio
n an
d co
ntro
l
We
wor
k w
ith o
ur s
take
hold
ers
to li
mit
area
s of
dis
satis
fact
ion
Ret
aini
ng th
e su
ppor
t nee
ded
to s
urvi
ve te
mpo
rary
set
back
s
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
o co
rrec
t the
m
Abi
lity
to u
nder
stan
d ris
ks a
ndop
erat
ions
for m
anag
ing
them
We
don’
t kno
w w
hat t
he fu
ture
will
brin
g bu
t we
are
conf
iden
t tha
tw
e ha
ve th
e re
latio
nshi
ps n
eces
sary
to b
uild
a s
ucce
ssfu
l fut
ure
We
unde
rsta
nd a
nd c
onsi
sten
tly d
eliv
er a
ll th
ose
thin
gs th
at a
recr
itica
l to
busi
ness
suc
cess
We
cont
rol r
outin
e ac
tiviti
es th
roug
h st
anda
rdis
ed p
roce
sses
bu
t for
non
rout
ine
even
ts w
e pr
ovid
e fr
amew
orks
for t
akin
g or
refe
rrin
g de
cisi
ons
We
wor
k w
ith o
ur s
take
hold
ers
to e
nsur
e th
at w
e ha
ve a
via
ble
way
forw
ard
desp
ite a
ctua
l or p
oten
tial a
reas
of c
once
rn
Our
cus
tom
ers
and
supp
liers
wou
ld p
rovi
de u
s w
ith s
uppo
rt
if ne
cess
ary
to s
ee u
s th
roug
h sh
ort t
erm
diff
icul
ties
We
unde
rsta
nd th
at ri
sks
incr
ease
whe
n w
e do
new
thin
gs b
ut
we
are
expe
rt a
t app
rais
ing
risks
and
agi
le in
taki
ng re
med
ial a
ctio
n
We
acce
pt th
at s
ome
risks
are
unk
now
able
, but
for t
hose
we
unde
rsta
nd w
e ha
ve ta
ken
the
step
s ne
cess
ary
to re
duce
them
to
acc
epta
ble
leve
ls
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Ab
ilit
y
Imp
ort
an
ce
Th
em
eS
tate
men
tS
co
re
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
IPR
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
We
colla
bora
tew
here
nee
ded
tost
reng
then
our
busi
ness
mod
el
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
For e
ach
part
of o
urbu
sine
ss w
e ag
ree
real
istic
obj
ectiv
es
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
Afte
r mar
king
this
sec
tion
–C
ircle
any
are
as w
here
you
fe
el im
prov
emen
ts s
houl
d be
mad
e us
ing
Act
ion
She
et 1
(p
age
22) a
nd re
cord
you
r Ide
asfo
r Im
prov
emen
t (pa
ge 2
3).
22
Rel
atio
nshi
ps
Kno
wle
dge
Lead
ersh
ip a
ndC
omm
unic
atio
n
Cul
ture
and
Val
ues
Rep
utat
ion
and
Trus
t
Ski
lls a
ndC
ompe
tenc
ies
Proc
esse
s an
dS
yste
ms
Cu
rren
t an
d F
utu
reM
ark
ets
Str
engt
h of
chan
nels
and
abi
lity
to a
cces
s ch
osen
mar
kets
Acc
urac
y an
dre
leva
nce
of o
urm
arke
t res
earc
h an
d in
telli
genc
e
Prag
mat
ic a
ndsu
stai
nabl
edi
rect
ion
and
focu
s
Neg
otia
ting
pow
eran
d in
fluen
ce w
ithsu
pplie
rs &
colla
bora
tors
Del
iver
ing
our
prom
ises
on
time
and
to s
peci
ficat
ion
Und
erst
andi
ng o
ffa
ctor
s w
hich
driv
em
arke
tat
trac
tiven
ess
Focu
s on
nee
d fo
rco
ntin
ual
impr
ovem
ent
in a
ll w
e do
Pro
du
cts
an
dS
erv
ices
Wor
king
with
ot
hers
to d
evel
opcu
stom
er s
olut
ions
Rel
ativ
eat
trac
tiven
ess
of fe
atur
es a
ndbe
nefit
s
Prio
ritis
atio
n of
mar
ket r
esea
rch
and
prod
uct
deve
lopm
ent
Cus
tom
er lo
yalty
base
d on
qua
lity
of e
xper
ienc
es
Our
sol
utio
ns s
et th
est
anda
rd fo
r val
uean
d pe
rfor
man
ce
Effe
ctiv
e us
e of
desi
gn c
over
ing
the
who
le o
f eac
hpr
oduc
t’s li
fe
Fit b
etw
een
prod
uctio
nca
pabi
litie
s an
dm
arke
t nee
ds
Peo
ple
Exce
llenc
e in
netw
orki
ngte
amw
ork
and
colla
bora
tion
Get
ting
the
right
mix
of w
isdo
m a
ndex
perie
nce
tosu
ccee
d
Effo
rts
alig
ned
tow
ards
a s
hare
dai
m a
nd p
urpo
se
Mot
ivat
ing
by re
war
ding
prod
uctiv
ebe
havi
ours
Und
erst
andi
ngim
plic
atio
ns a
ndco
nseq
uenc
es o
fw
ays
of w
orki
ng
Trai
ning
deve
lopm
ent
and
lear
ning
oppo
rtun
ities
Sta
ff ap
prai
sal i
slin
ked
to c
ritic
alsu
cces
s fa
ctor
s
Inn
ovati
on
an
dC
han
ge
Dev
elop
men
t of
sens
ors
and
early
war
ning
sys
tem
s
Dev
elop
men
t of
pro
prie
tary
solu
tions
and
valu
able
Inte
llect
ual
Prop
erty
Rig
hts
(IPR
)
Effe
ctiv
e tr
ade
off
betw
een
curr
ent
and
futu
re n
eeds
List
enin
g to
and
shar
ing
idea
s w
ithot
hers
to b
uild
solu
tions
Sen
sitiv
ity in
deal
ing
with
prob
lem
s an
dco
ncer
ns
Abi
lity
to s
eepr
oble
ms
and
oppo
rtun
ities
in
true
con
text
Effe
ctiv
e pr
oces
ses
for m
akin
g be
st u
seof
goo
d id
eas
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
Neg
otia
ting
stre
ngth
with
in
the
valu
e ch
ain
Str
engt
h of
man
agem
ent t
rack
reco
rd to
dat
e
We
set r
ealis
ticob
ject
ives
for e
ach
of o
ur k
ey a
ctiv
ities
Cha
nges
whi
ch w
eim
plem
ent c
reat
eva
lue
for
stak
ehol
ders
We
are
view
ed a
s a
safe
pai
r of h
ands
by th
ose
we
wor
k w
ith
We
prio
ritis
e ac
tions
base
d on
bot
him
port
ance
and
urge
ncy
We
unde
rsta
ndin
terc
onne
ctio
ns
& d
epen
denc
ies
betw
een
actio
ns
Fin
an
ce a
nd
Investm
en
t
Abi
lity
to b
uild
and
conv
ey a
n at
trac
tive
‘val
ue p
ropo
sitio
n’
Pric
ing
and
budg
etin
g st
rate
gies
are
evid
ence
bas
ed
Det
erm
inat
ion
to s
ucce
ed d
espi
teob
stac
les
and
diffi
culti
es
We
take
a p
ragm
atic
view
in te
rms
ofsh
arin
g re
war
ds
Ope
n an
d ho
nest
dial
ogue
with
finan
cier
s an
dpa
rtne
rs
Abi
lity
of th
ebu
sine
ss to
gro
wan
d to
gen
erat
epr
ofits
Con
trol
of a
llop
erat
ions
but
part
icul
arly
cas
hflo
w
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
Con
side
ring
scen
ario
s he
lps
us to
live
with
unce
rtai
nty
We
have
met
rics
whi
ch a
ccur
atel
yke
ep tr
ack
of a
ll ou
rC
SF’
s
Rou
tines
and
fram
ewor
ks fo
rde
lega
tion
and
cont
rol
We
wor
k w
ith o
urst
akeh
olde
rs to
lim
it ar
eas
ofdi
ssat
isfa
ctio
n
Ret
aini
ng th
esu
ppor
t nee
ded
tosu
rviv
e te
mpo
rary
setb
acks
Spe
ed w
ith w
hich
we
lear
n fr
omm
ista
kes
and
act t
oco
rrec
t the
m
Abi
lity
toun
ders
tand
risk
san
d op
erat
ions
for
man
agin
g th
em
Acti
on
Sh
eet
– 1
CS
F
Real B
usin
ess Issu
es
Intangible Areas
23
Ideas fo
r Im
pro
vem
en
tC
SF
24
Use the score sheet below to record your scores and to highlight potential improvement areas.
For Individuals
By completing Step 2 you will have:
Scored each of the 49 CSF’s in terms of:
– Ability (Where you are now)– Importance (Where you want to be)
Add together the 7 Ability scores for each row to get an overall score for each Intangible Area – consider this against the total for Importance.
Add together the 7 Ability scores for each column to get an overall score for each Real BusinessIssue – consider this against the total for Importance.
– Identified some specific CSF’s which may need attention and made some notes about yourideas for improvement (Action sheet 1 & Notes page).
Using the scores, thoughts and ideas on possible CSF’s for attention as a starting point, identify a maximum of 10 areas to carry forward to the Step 4 .
For Teams
This exercise has provided the team with an opportunity to consider differing ways in whichCSF’s are viewed by others.
– Individual scores should now be shared in a group session, reasons for differing scores discussed and an agreed set of scores identified for each CSF.
– Each individual should have identified some specific CSF’s which they feel may need attention,differing perspectives should be discussed to tease out core issues that may need to be addressed.
Using the scores and your thoughts on possible CSF’s for attention as a starting point identify a maximum of 10 areas to carry forward to the Step 4.
Using the Output
By completing Step 3 you will have explored the issue or issues put forward as the focusfor this diagnostic in Step 1.
Your subsequent exploration of the 49 CSF’s, through a process of self diagnosis and groupdiscussions with your team will have helped you to understand your business in terms of its strengths, weaknesses, opportunities and threats (SWOT).
Based on the output from this process you will now have a range of potential improvement areas for Action.
Step 3 Scores and Potential Improvement Areas
CS
F’s
Rela
tio
nsh
ips
Kn
ow
led
ge
Lead
ers
hip
an
dC
om
mu
nic
ati
on
Cu
ltu
re a
nd
Valu
es
Rep
uta
tio
n a
nd
Tru
st
Skills
an
dC
om
pete
ncie
s
Pro
cesses a
nd
Syste
ms
To
tal f
or
Real
Bu
sin
ess Is
su
es
Cu
rren
t an
d F
utu
reM
ark
ets
1.1
1.2
1.3
1.4
1.5
1.6
1.7
IA
Add
Row
s (In
tang
ible
Are
as) a
nd C
olum
ns (R
eal B
usin
ess
Issu
es)
Pro
du
cts
an
dS
erv
ices
2.1
2.2
2.3
2.4
2.5
2.6
2.7
IA
Peo
ple
3.1
3.2
3.3
3.4
3.5
3.6
3.7
IA
Inn
ovati
on
an
dC
han
ge
4.1
4.2
4.3
4.4
4.5
4.6
4.7
IA
Str
ate
gy, P
lan
nin
gan
d E
xecu
tio
n
5.1
5.2
5.3
5.4
5.5
5.6
5.7
IA
Fin
an
ce a
nd
Investm
en
t
6.1
6.2
6.3
6.4
6.5
6.6
6.7
IA
Ste
p 3
– A
gre
ed
Gro
up
Sco
res &
Id
eas
Ris
k, R
ew
ard
an
dU
ncert
ain
ty
7.1
7.2
7.3
7.4
7.5
7.6
7.7
IA
To
tals
fo
rIn
tan
gib
les A
reas
A I A I A I A I A I A I A I
CS
F’s
to
exp
lore
in
Ste
p 4
25
26
Identify priorities, discuss options and record short - term actions and longer - term improvementareas on the sheet opposite.
Exploring Ideas
In Step 3 you also identified up to 10 potential improvement areas which you felt sufficientlyimportant to include in this next stage. For each of these we suggest you now undertake a briefbrainstorming exercise to provide a starting point for action planning (Step 5) (we suggest nomore than 5 minutes for each potential improvement area)
Bearing in mind the objectives of Step1, seek ideas relating to:
– Short term actions that can be implemented quickly and easily (your quick wins)– Longer term improvement plans which need to be pursued over a period of time
If you get stuck, consider merging your thoughts relating to a mixture of CSF’s or adding your own CSF’s which you feel are specific to your business
Prioritising Actions
After the brainstorming session, as a group:
– Assess and agree the urgency and impact of each potential improvement area usingthe grid below.
Select Actions
Use the output from the brainstorming sessions to outline your selected actions:
– Short Term Actions – What is to be done? Who will do it? When will it be done?– Longer Term Improvement Plans – What is to be done? Who will do it? Who will track progress?
Capacity to Act
– What will the group do differently tomorrow bearing in mind decisions made today? – What actions will require consent from others prior to implementation – For more
detailed guidance on Action Planning refer to Step 5.
Step 4a Identification of Possible Actions
LowPriority
MediumPriority
MediumPriority
HighPriority
Low
Low
High
High
Urgency of Action
Impact of Action
27
Notes
28
Notes
29
Short Term Actions Responsibility Due By
1
2
3
4
5
Longer Term Improvement Plans Responsibility Review By
1
2
3
4
5
Step 4b Selected Actions
30
10 Stage Process - For each CSF selected for action
Stage 1 Consider what is and what is not working, discuss the issue with those involved in order to discuss different perspectives with a view to outlining the issues that need to beaddressed and describing the outcomes that you want to achieve
Stage 2 Seek ideas and perspectives on what to do and how to do it and group these into a preliminary range of potentially viable options for evaluation.
Stage 3 Evaluate the strengths and weaknesses of each option (SWOT), consider combiningpositive elements of different ideas to come up with a proposal that has the support of those whowill be given the responsibility of implementing and working with the solution selected. Whereconsents are required, what is the business case to go forward for appraisal?
Stage 4 Appraise each proposal against selected financial and non-financial criteria:– What is the financial return on investment?– Will this proposal enhance our reputation and brand; does it fit with our core values, etc.?
Stage 5 Take decision some actions may be aimed at increasing future income, others mayfocus on reducing costs. Actions may also include planned exit from existing activities
Stage 6 Plan the action just as you would any other project. Identify the outcomes you areseeking, the things that need to be done, the resources required, the accountabilities for actionand the timescales involved – be realistic
Stage 7 Decide how to track progress and how to measure success. For things that are critical to business success you need to ensure that you have developed suitable metrics which arereported regularly and which link to business performance – what gets measured gets managed
Stage 8 Identify the key risks and strategies for managing them – be prepared to explain and discuss these when finance is being sought
Stage 9 Remember that things change and if necessary be prepared to change your priorities in order to ensure that the way in which you are operating remains sustainable and continues to deliver value – consider the need for options and flexibility to deal with different scenarios
Stage 10 Return to stage 1 on a regular basis
Step 5Action Planning
31
This self assessment tool is intended to be of particular use to businesses seeking to improve their performance or businesses which are seeking to grow.
In Step 1 you decided on your focus for this diagnostic tool.
You may have selected a fairly general theme based issues such as:
– Competitiveness– Productivity– Profitability– Market positioning
Alternatively you may have decided on a more specific theme such as:
– Developing new markets– Generating orders and fulfiling sales– Attracting, retaining and developing key people– Creating new and improved products and services– Delivering change based on shared vision and values– Access to finance and investment– Corporate governance– Risk management– An acquisition or joint venture– Grooming the business for sale
In Step 2 you assessed your organisation against a diverse range of CSF’s and used these to highlight some potential areas for action.
By discussing differing perspectives with others in Step 3 you started to reveal the thoughts andconcerns that will need to be understood and resolved in order to build group commitment to thechanges necessary to achieve success.
In Step 4 you explored your options and selected actions to implement immediately and ideas topursue subject to approval of necessary resources etc.
Using Step 5 you refined your plans and decided what to do based on selected financial and non-financial criteria.
Now that you have a clearer / better view of the present and the future in Step 6you concentrate on:
– Delivering what you have set out to achieve.– Continuing to seek out new opportunities to develop and sustain your business.
This tool can be used time and again to help you understand the important ways in whichintangibles such as knowledge and relationships interrelate to contribute to the current and future success of your business.
Step 6Reflection & Uses
32
Appendix 1 – ‘Creating value from yourintangible assets’
‘Creating value from your intangible assets’ was published by the DTI in May 2001. This reportdrew upon a series of in depth interviews with successful businesses in all sectors of the economyand highlighted how they were striving to ensure that they were investing in the right way to makebest use of all their important resources, both tangible and intangible.
The businesses interviewed stressed that alongside the tangible assets which were included intheir balance sheets the following intangible categories are not usually considered, despite beingcritical ingredients which contribute to success.
– Relationships– Knowledge– Leadership and Communication– Culture and Values– Reputation and Trust– Skills and Competencies– Processes and Systems
This report helped businesses to understand the way in which their intangibles contribute to success and how consideration of the seven intangible asset categories provides a framework for: –
– Revealing how intangibles contribute to current and potential strengths, weaknesses,opportunities and threats relative to the competition
– Identifying and evaluating the ’root causes‘ of any particular business problem or opportunity
– Understanding the way in which intangibles link to the CSF’s which drive current and futurebusiness performance
– Prioritising investment in those intangibles needed to improve both current and futureperformance
The ‘intangibles’ report is available free of charge from the DTI at:
http://www.innovation.gov.uk/projects/intangible_assets/intangible_assets.pdf
‘Creating value from your intangible assets’
Department of Trade and IndustryBusiness Finance and Investment UnitInnovation GroupBay 353151 Buckingham Palace RoadLondon SW1 9SS
Telephone number 020 7215 5000
Copies available from DTI publications order-line via e-mail from: [email protected] or by calling 0870 1502 500 or fax 0870 1502 333
Printed in the UK on recycled paper with a minimum HMSO score of 75.First published February 2004. Department of Trade and Industry. © Crown Copyright. http://www.dti.gov.uk/DTI/Pub 7148/10k/02/04/NP. URN 04/510
