Section 1C - Conn Exec CIO Straight 8s Questionnaire v1.1.doc

Innerprise RxVersion 1.1 Connected Executive: CIO Straight Eights QuestionnaireDraftJune 14, 2019Section 1CInterviewer’s Instructions – ConnectivityThe purpose of the Connectivity interview is to benchmark a company relative to its competitors regarding the IT organization’s ability to create exchanges among all members of its Value Web SM to deliver value to the customer. For Information Technology, the Value Web SM would include employees, business units, customers, suppliers, alliance partners, government agencies, outsourcing companies and competitors.It is important to scan the questions prior to the interview to determine their relevance for your particular audience. While every effort has been made to develop an interview guide that is as widely applicable as possible for our client base, there are a limited number of questions that may not be appropriate for all industries. Simply omit the question during your interview and remember to adjust the number of questions answered in the scoring section below (column B). ScoringEach answer in the attached interview guide must be assigned a numeric score using the scale and scores indicated for each question.When you have completed answering the questions for Connectivity, please add up the total numeric value for each of the sections and enter them in the table below. Then, total the results for the entire Connectivity interview and divide by the number of questions answered to create an average summary score.A company with a summary score of 2 on the Connectivity interview questions is labeled Non-integrated and would be characterized as having functions and units within the organization that are not connected. A company with a summary score of 4 is labeled Stand Alone and would have the functions and units within the enterprise connected with one another, but would not be connected with its suppliers, customers, or external agents. A company with a summary score of 6 is labeled Connected and would be characterized by having both internal and external connections. External links, however, are only established and maintained between neighboring nodes in a one dimensional value chain. A company with a summary score of 8 is labeled Networked. It is best characterized by having significant two-way connections between most notes in its two-dimensional Value Web SM.Interview Guide: ConnectivityPlease answer the following questions regarding the Connectivity within your organization, where Connectivity is defined as the ability of your organization to create exchanges among all members delivering value to the customer (e.g. employees, suppliers, alliance partners).Connectivity With Employees1. To what extent are business units and functions connected electronically within your organization?Not at all Somewhat Seamlesslyintegrated0 2 4 6 8 2. How connected are employees with each other across business units?Limited to functional colleagues E-mail with limitedWeb basedinformationIntegrated cross-functional contactenabled by theWeb(e.g. bulletinboards)0 2 4 6 8 3. How do you define business unit connectivity?Sharing little information in one direction using paper and multiplesystemsSharing someinformation in bothdirections but notvia Web and usingmultiple systemsSharing a lot ofinformation in bothdirections via theWeb throughcommunities andexchanges using asingle system0 2 4 6 8 4. Are employees outside IT able to access data about IT policies and procedures?All information is run and distributedby ITSome information isavailable via the Web;all others must be runand distributed by ITInformation(standard and adhoc) can beobtained by therequestor throughthe Web0 2 4 6 8 5. Do you provide a single point of contact (e.g. via phone, service center, IVR) to access the IT organization?Multiple/Non-coordinated points of contact resulting in inconsistentserviceMultiple/Coordinatedpoints of contactSingle point ofcontact0 2 4 6 86. How are most requests for IT services received?In person/paper Telephone Electronic0 2 4 6 8 7. Can all managers and employees access and maintain data on IT services 24x7x365?No Data only Information only Transactions andinformation Interactive IT exchange0 2 4 6 88. Can all geographical locations access non-automated IT services during extended business hours (e.g. 7am to 7pm)?No Single geography Multiplegeographies0 2 4 6 89. To what extent can employees view IT service information on the Web?Not at all Country/Businessunit centricGlobal0 2 4 6 810. As part of IT employees’ day-to-day tasks, is there collaboration on joint design and construction of IT services and products through the Intranet?No Some shareinformation viaWeb/email They participate in interactive workshops online0 2 4 6 8 11. Are internal communications (e.g. training, administration, etc.) Web-enabled?Not at all Somewhat Completely0 2 4 6 8 12. To what extent are employees and managers connected electronically via the Web for standard IT procedures and processes (e.g. help desk, applications development, security)?Not at all Processes andprocedures areelectronic Processes and procedures are Web and workflow-enabled0 2 4 6 8 13. Are employees getting consistent messages when using different methods to access ITservices?Not at all Somewhat To a great extent0 2 4 6 8 Connectivity With Suppliers14. To what extent are there electronic links with direct and indirect suppliers?Not at all Seldom, but one-way Extensive, butone- wayOccasionally, andtwo -wayExtensive, andtwo-way0 2 4 6 8 15. To what extent is information exchanged with suppliers/vendors on the Internet?Not at all Seldom, but one-way Extensive, butone-wayOccasionally, andtwo-wayExtensive, andtwo-way0 2 4 6 8 16. To what extent is business transacted with suppliers/vendors on the Internet?Not at all Seldom, but one-way Extensive, butone-wayOccasionally, andtwo-wayExtensive, andtwo-way0 2 4 6 8 17. To what extent are technology platforms (hardware or software) selected in conjunction withkey suppliers to ensure compatibility?Not at all Somewhat To a great extent0 2 4 6 8 Connectivity With Customers/Channel Partners18. To what extent are there electronic links with indirect customers?Not at all Seldom and one-way Extensive but one-wayOccasional andtwo-wayExtensive andtwo-way0 2 4 6 819. To what extent are there electronic links with direct customers and channel partners?Not at all Seldom and one-way Extensive but one-wayOccasionally andtwo-wayExtensive andtwo-way0 2 4 6 8 13. 20. To what extent are your customers connected (e.g. by e-mail, telephone or meetings) to individuals within your organization?Only the salesforce has customer contact Limited number ofdepartments (e.g.sales, customerservice,marketing)Customers cancontact both frontand back-office(e.g. IT)operations directly0 2 4 6 8 21. To what extent is business transacted and information exchanged with customers on the Internet?No business transacted or information exchangedSome businesstransacted but noinformationexchangedA lot of businessis transacted andinformation isexchanged0 2 4 6 8 22. To what extent are you connected with your customers (e.g. by e-mail, telephone or meetings)?No personal contact takesplaceFrequentlyexchange e-mailand telephonecallsTightly integratedwith customersand interact daily0 2 4 6 8 23. To what extent are technology platforms (hardware or software) selected in conjunction withkey customers to ensure compatibility?Not at all Somewhat To a great extent0 2 4 6 8Connectivity With Alliance Partnerships24. Has the company formed any alliance partner relationships to help build e-Commerce capabilities?No Alliances withshared risk Alliances that extend the organization0 2 4 6 8 25. Does the IT organization have people with the skills and competencies to support the on-going management of strategic outsourcing relationships and alliance partnerships (e.g. outsourcing partner)?Not at all Somewhat To a great extent0 2 4 6 8 Connectivity With Entities Outside the Organization26. Are your IT organization employees encouraged to exchange non-confidential information and cultivate knowledge networks with peers in other companies?Not encouraged InformallyencouragedStrongly encouraged0 2 4 6 8 27. To what extent is IT connected with its competitors (e.g. industry organizations, electronic bulletin boards) to share information?Not connected atall ConnectedinfrequentlyVery connected0 2 4 6 8 28. To what extent does the organization exchange information electronically with shareholders?No information electronically, all paper basedExtensiveinformation aboutcompany orshareholderaccount but one-wayInteractive andextensive,information is sentelectronicallyand two-way0 2 4 6 8Integration of Processes/Systems29. How well are your IT processes connected?IT processes are decentralized with local control IT processes arecentralized withcentral controlIT processes arecentralized andare performed withcross-functionalcooperationIT processes areperformed in across-functional,centralized sharedservicesenvironment (e.g.traditional bricksand mortar)IT processes areperformed in across-functional,decentralizedshared servicesenvironmentconnected virtually(e.g. Virtual Back-Office)0 2 4 6 8 30. To what extent is IT strategic planning centralized and integrated across the enterprise? (e.g., business alignment, application strategy, technology architecture, application portfolio management, research & development, vendor management)Not at all Somewhat Fully integrated0 2 4 6 8 31. To what extent are your company’s front and back office functions (e.g. customer service, finance, human resources, purchasing) connected electronically?Front and back-office systems are stand-alone Limited number ofprocesses areconnectedFront and back-office systems arefully integrated0 2 4 6 8 32. To what extent are employees connected with each other electronically?Connection islimited tofunctional colleagues via common systemsCross-functionalcontact but notenabled by theWeb (e.g. ERP, e-mail)Cross-functionalcontact enabledby the Web0 2 4 6 8 33. How connected are the systems in your IT organization?Stand-alone systems ERP Web-enabled,integrated, cross-functional systems0 2 4 6 834. To what extent are new product development efforts connected electronically?Connection islimited tofunctional colleagues via common systems Cross-functionalcontact but notenabled by theWeb (e.g. ERP,e-mail)Cross-functionalcontact enabledby the Web0 2 4 6 8 35. To what extent is the IT infrastructure consolidated to reduce redundancies? (e.g., Internet,messaging and e-mail, voice, handheld devices, wireless Internet, office automation) Not at all Somewhat Fully integrated0 2 4 6 8 36. To what extent are IT production operations integrated across the enterprise? (e.g., platform operations; applications operations; DBA and information management; network: WAN, LAN; data center management)Not at all Somewhat Fully integrated0 2 4 6 8 37. To what extent is application development and deployment standardized across the organization’s business units? (e.g., software development, application a rchitecture, program & project management, software process improvement, custom system development, systems integration, package enabled reengineering, test & quality assurance, software maintenance, information & data management)Not at all Somewhat Fully integrated0 2 4 6 838. Is the application portfolio integrated across the enterprise?Not at all Somewhat Fully integrated0 2 4 6 839. To what extent are the IT support functions integrated and shared across the enterprise?Not at all Somewhat Fully integrated0 2 4 6 840. To what extent is the IT architecture and technology plan integrated enterprise-wide?Not at all Somewhat Fully integrated0 2 4 6 8e-Business Connectivity41. To what extent does the IT organization execute an overall eBusiness strategy?Not at all More tactical thanstrategic Integrated strategy throughout theenterprise0 2 4 6 842. Does the IT organization anticipate Web-based trends for the organization?Not at all Sometimes Yes0 2 4 6 8 43. To what extent are IT initiatives aligned with enterprise strategies for e-Commerce?Not aligned at all Somewhat alignedto enterprisestrategy but notaligned to otherprograms Highly aligned and integrated with enterprise strategy and otherprograms0 2 4 6 8 44. To what extent does the IT organization support standard eBusiness initiatives throughout theenterprise?Not at all Sometimes Full support0 2 4 6 8 45. To what extent does the IT organization emphasize eBusiness standards (e.g., documentformats, document content, transport, security, web servers and development, email)?Not at all Sometimes Full support0 2 4 6 8 46. To what extent does the IT organization support an accelerated development life cycle forWeb applications?Not at all Sometimes Full support0 2 4 6 847. To what extent does the IT organization support its clients with Web application systemintegration?Not at all Sometimes Full support0 2 4 6 8 48. To what extent are internal communications Web-enabled (e.g., training, administration,human resources, finance)?Not at all To a certain extent Fully Web-enabled0 2 4 6 849. To what extent are customer acquisition efforts Web-enabled (e.g., customer portals, eRetail)?Not at all To a certain extent Fully Web-enabled0 2 4 6 8 Knowledge Management50. Is knowledge management a core organizational process?Knowledge is notstored Knowledge isstored but notreusedKnowledge isstored and reused0 2 4 6 851. Does the business rely heavily on the use of knowledge repositories and systems?No Somewhat Yes0 2 4 6 8 52. Does IT use the Internet to provide a flexible environment for development and distribution ofknowledge and communications?No Somewhat Yes0 2 4 6 8 53. The company provides centrally-supported standard applications that provide content & collaboration support for workteams and knowledge-sharing communities.No In development Yes0 2 4 6 854. The company has an effective model for inter-organizational cooperation that support knowledge-sharing across organizational boundaries.No In development Yes0 2 4 6 8 55. The company has established performance management incentives to promote and reward knowledge sharing.No In development Yes0 2 4 6 8 56. The company has established practices for operating knowledge-sharing infrastructure in support of joint ventures and alliances.No In development Yes0 2 4 6 8 57. The company leverages a standard email, messaging, and collaboration platform company-wide.No In development Yes0 2 4 6 8 58. IT strategies and architectures are in place to provide portal-based, personalized access to a wide variety of content, applications, and collaboration tools.No In development Yes0 2 4 6 8Interviewer’s Instructions – ExecutionThe purpose of the Execution interview is to benchmark a company relative to its competitors regarding the IT organization’s ability to deliver products and services regardless of changes in demand.It is important to scan the questions prior to the interview to determine their relevance for your particular audience. While every effort has been made to develop an interview guide that is as widely applicable as possible for our client base, there are a limited number of questions that may not be appropriate for all industries. Simply omit the question during your interview and remember to adjust the number of questions answered in the scoring section below (column B).ScoringEach answer in the attached interview guide must be assigned a numeric score using the scale and scores indicated for each question.When you have completed answering the questions for Execution, please add up the total numeric value for each of the sections and enter them in the table below. Then, total the results for the entire Execution interview and divide by the number of questions answered to create an average summary score.A company with a summary score of 2 on the Execution interview questions is labeled Variable and would be described as having difficulty delivering on promise of current offer. A company with a summary score of 4 is labeled Stable and would be characterized by its ability to handle steady demand from an established customer base, with consistent quality and cycle times. A company with a summary score of 6 is called Expandable and would be characterized by its ability to successfully manage the complexity arising from growth across inflection points on the growth curve by building a one time adjustment. A company with a summary score of 8 is labeled Scaleable and is characterized by having a business model that is capable of handlingthe real time swings in demand level and mix that occur in the connected economy. Furthermore, its business model leverages intangibles in place of physical assets to maximize flexibility.Interview Guide: ExecutionPlease answer the following questions regarding the Execution of your product or service, where E xecution is defined as the IT organization’s ability to deliver products and services regardless of changes in demand.Performance Measurement1. How effectively does your IT organization define and communicate strategy to support business unit initiatives to ensure enterprise-wide understanding?Poor Somewhateffective;confusion stillpersists on IT’smission and goals Highly effective; achieves “one clear voice” outreach to the entire enterprise0 2 4 6 8 2. Do all IT organization employees understand the company’s key measures of success andhow they relate to business strategy?None At some level All0 2 4 6 83. To what extent do you measure IT organization performance relative to your competitors?Not at all Cost metrics only Cost andperformancemetrics0 2 4 6 8 4. Does IT regularly look at other organizations and benchmarks in evaluating the performanceof its organization?No Sometimes Yes0 2 4 6 8 5. How do you measure customer satisfaction?Not at all Informal surveysare conducted Formal surveys are conducted0 2 4 6 86. What customers are included in any satisfaction surveys?None Select customers All customers0 2 4 6 8 7. What does IT do with the feedback it receives from surveys?Collects the dataand communicatesresults toemployeepopulationUse the data toprovideperformancefeedback andcareer planning forIT employeesUse the data toidentify andprovide morevalue-added ITservice offerings0 2 4 6 88. Does IT use Web-enabled tools to collect feedback about its services?Never Sometimes Always0 2 4 6 89. Are your internal customer satisfaction ratings at target or above?Never Sometimes Always0 2 4 6 810. Do your internal customers complain about product or service quality?Never Sometimes Always0 2 4 6 8 10. Are you consistently able to timely and accurately deliver your reports and analysis to internal customers?Never Sometimes Very often0 2 4 6 8 Adapting to Changes in Demand11. How would you characterize the mergers and acquisitions environment at your company?Not at all Some activity High activity0 2 4 6 8 12. How efficiently have acquisitions been integrated into your organization?Never integrated Over an averageperiod of time withmanageablenumber of issuesEffectively and rapidly integrated0 2 4 6 8 13. During merger, divestiture, and acquisitions are you able to maintain service quality in the face of changing demand?No With somedifficultyYes0 2 4 6 8 14. To what extent does the company outsource IT services?Not at all Fordiscreet/tacticalservices For functionalservicesForbroad/strategicservicesAll IT services0 2 4 6 815. Do you re-negotiate orders to manage peak demand?Seldom Somewhat Frequently0 2 4 6 8 16. Does the IT organization have pre-negotiated relationships with third parties to help meetpeaks in demand (e.g., temporary employment agencies)?None Too few Enough0 2 4 6 817. Is your IT organization model able to handle growth and peaks in demand both up and down?Not at all Somewhat To a great extent0 2 4 6 818. Are the IT organization’s expenditures for overtime at target or below?No Sometimes Yes0 2 4 6 819. How quickly can the IT organization redeploy employees to new projects or business units?Slowly With sufficientspeedQuickly0 2 4 6 8 20. Are the IT organization’s employees functionally cross-trained to meet customers’ demands?No Somewhat Yes0 2 4 6 821. Based upon their functional cross traini ng, are resources “pooled” to allow the IT organizationto rapidly deploy employees enterprise-wide based upon ever-changing customer demands?Not at all Somewhat Extensively0 2 4 6 8.22. Does your IT department “insource” work from other entities (e.g. take in work from other companies)?Not at all Somewhat Frequently0 2 4 6 823. Do you have to lay-off employees due to changes in business performance?Often Occasionally Never0 2 4 6 8 24. To what extent do you use a Shared Services model for transaction-based services?Not at all For limitedtransactionservices For all transactionservices0 2 4 6 825. How effective has your IT organization been in recruiting the best talent?Poor Fair Highly Effective0 2 4 6 8 26. How effective is your IT organization in retaining scarce talent?Poor Somewhateffective IT organization is viewed asemployer ofchoice0 2 4 6 8 27. What is the IT organization’s employee turnover rate?Above industry average About industryaverageBelow industryaverage0 2 4 6 8 28. What proportion of the IT organization is contractors versus employees?Almost all employees About half Almost allcontractors0 2 4 6 8 29. Does IT provide on-line education opportunities to allow its managers and employeesflexible access to training?No Somewhat Yes0 2 4 6 830. Is the IT organization a competency-driven one?No Somewhat Yes0 2 4 6 8Efficiency/Effectiveness31. What is your cycle time for generating management and executive reports?High Average Low0 2 4 6 8 32. To what extent do you use standardized IT solutions to avoid the cost of minor program andprocess differences?Not at all Somewhat Standardizedwhere possible0 2 4 6 8 33. How effective and efficient are your Shared Services?Not very effective or efficientSomewhateffective andefficientVery effective andefficient0 2 4 6 8 34. How much delay is there between the time an internal customer places an IT order and thetime the order begins to be filled?Excessive Somedelay/variableMinimal delay0 2 4 6 8 35. How is your IT organization structured?By product or product feature By geography By channel By marketsegmentBy customeraccount0 2 4 6 8 36. Which of the following best defines your IT organization in the company?Proprietary processes or technology Product or service Total offer Markets orchannelsCustomer base0 2 4 6 8Continuous Improvement37. Does the company continuously invest in IT to provide state of the art IT services (e.g. tools, practices, processes and systems)?Not aligned, initiatives are stand alone Somewhat alignedwith limitedlinkagesCompletelyaligned andmanaged as aprogram0 2 4 6 8 38. Does the IT organization maintain a “balanced scorecard” approach to evaluating its employees’ and managers’ performance? (e.g., growth & innovation, customer satisfaction, people commitment, process quality, financial)Not at all In the formativestages oflaunching abalancedscorecardBalanced scorecard linked to customer service level agreements and individual/teamincentive compensation0 2 4 6 839. Do you perform root cause analysis to identify issues and adjust IT service delivery?Not at all Sometimes All the time0 2 4 6 8 40. To what extent do IT organization employees have access to learning programs to improve job performance and build new competencies?Below industry average Average Above industryaverage0 2 4 6 8 41. The company has an articulated strategy for acquiring, sharing, and leveraging the knowledgethat supports its business strategies and objectives.Not at all PartiallydevelopedAll the time0 2 4 6 842. The company actively applies a model of ownership and accountability for all content whether structured or unstructured.Not at all PartiallydevelopedAll the time0 2 4 6 843. The company has formalized and widely communicated policies for knowledge sharing, reuse, and security.Not at all Sometimes Yes0 2 4 6 844. The company has a standard e-learning platform.Not at all In development Yes0 2 4 6 8Interviewer’s Instructions – OfferThe purpose of the Offer interview is to benchmark a company relative to its competitors regarding the IT organization’s ability to blur the distinction between its products and services.It is important to scan the questions prior to the interview to determine their relevance for your particular audience. While every effort has been made to develop an interview guide that is as widely applicable as possible for our client base, there are a limited number of questions that may not be appropriate for all industries. Simply omit the question during your interview and remember to adjust the number of questions answered in the scoring section below (column B).ScoringEach answer in the attached interview guide must be assigned a numeric score using the scale and scores indicated for each question.When you have completed answering the questions for Offer, please add up the total numeric value for each of the sections and enter them in the table below. Then, total the results for the entire Offer interview and divide by the number of questions answered to create an average summary score.A company with a summary score of 2 on the Offer interview questions is labeled Separate and would be described as engaging in singular transactions and selling its products and services separately. A company with a summary score of 4 is labeled Linked and would be characterized by its fulfillment of customer needs through hand-offs to Value Web SM partners. A company with a summary score of 6 is called Bundled and would be characterized by selling its product and service in a way that creates added value for its clients. Additionally, add-on and follow-up sales are the rule, and customer needs are addressed holistically, not defined by discrete products. A company with a summary score of 8 is labeled Blurred because its products and services are inextricable. The entire customer experience is addressed, fulfilled by multiple members of the company’s Value Web SM, and the transaction no longer is a single point in time, but is spread over the entire lifecycle relationship.。