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Biz4ge BUSINESS ARCHITECTURE HEAT MAP SURVEY www.kz-a.net/biz4ge

Revision: v1.05 1 of 30 ©2012 Biz4ge®

Generic Cross-IndustryBusiness Architecture - Heat Map Survey

Published by Biz4ge®

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QUESTIONNAIRE COMPLETION AND INTERPRETATION INSTRUCTIONS

2. Each individual or team should fill in the identifying information at the top left of the questionnaire.

1. Select a set of individuals or teams with the required knowledge and ask them to complete the relevant sections (i.e. Category groups: e.g. 'Context to Capability - 1.0') of the survey questionnaire. N.B. The section on 'Culture and Governance - 0.0', should ideally be completed by all survey participants, as its applicability is cross-organisation.

3. Only the areas not shaded (i.e. with a white background fill) are to be completed in the body of the questionnaire. The value of each cell to be completed is selected from a drop-down list associated with that cell and only the values found there may be entered.

4. In the body of the questionnaire the data entry fields are 'pre-filled' with the value of '1' (i.e. the Category area is relevant to the organisation and/or the person entering the data knows and has a view about performance and opportunity) or '3' (i.e. the average score value for each question in terms of Current Performance and Future Opportunity). The defaults assume every Category area is relevant to your organisation and that the person entering the data both knows about and will give a 'neutral' middle score regarding performance and opportunity for each question. This is done to minimise the number of entries needed to complete the questionnaire as only changes from the default values need be made. HOWEVER, to make the Heat Mapping exercise both realistic and of benefit to your organisation DO make these changes where appropriate and DO NOT tend to give all middle value 'neutral' scores where they are not deserved.....otherwise the results will not be as helpful in decision making as might be hoped!

5. For each Category area (e.g. 'Establishing the Strategic Vision - 1.1') there is the ability to set the value in the Relevance / Known column for that row to '0' (reference scoring tables below). If this is done it will automatically set all the scoring value outputs in that Category area to '0' also. This reflects the fact that you are indicating that the entire Category area is not relevant and should therefore not be scored.

6. For each question in a Category area (e.g. '1 - We have a strategic vision') there is the ability to set the value in the Relevance / Known column for that row to '0' (reference scoring tables below). If this is done it will automatically set the scoring outputs for that row to '0' also. This reflects the fact that you are indicating that you do not know the answer to that question, so the value is set at '0' and the question is not counted into the scoring averages related to the other questions in that Category area.

7. For each question in a Category area there is the ability to score the Current Performance of your organisation on a scale of '1-5' (reference scoring tables below) to allow you to give an indication of how well (i.e. '5' is highest) or poorly (i.e. '1' is lowest) it is doing relevant to what you believe is realistically feasible / desirable (e.g. as against other organisations in your industry sector). This will give you an indication of how well your organisation is currently performing.

8. For each question in a Category area there is the ability to score the Opportunity related to improvements against the question item. This is done by inputting both a Business Value and Achievability score on a scale of '1-5' (reference scoring tables below). An Opportunity with a very high Business Value and very easy Achievability would rate a score of '1' for both while one with a very limited Business Value and very difficult Achievability would merit a score of '5' for both. The Opportunity score will give you an indication of how attractive making improvements in one area of the organisation might be relative to potential improvements in other areas.

9. A Current Performance score and an Opportunity score is calculated in the relevant column against each question and as an averaged summary for each Category area. The relevant Heat Map colour code (reference scoring tables below) is also displayed to make comparisons and data interpretation easier and more visual.

10. The averaged Current Performance and Opportunity scores for each Category area are plotted graphically on the results page. This helps to graphically highlight Current Performance as well as the greatest Opportunity for improved performance by Category. N.B. Although the scales of '1-5' are the same for the purposes of scaling the questionnaire scoring outputs remember that there is no direct mathematical correlation (i.e. they are not measuring the same things) between the assessments of Current Performance and those of Opportunity.....they are meant only as normalised visual aids.



RELEVANCE / KNOWN SCORENot Relevant 0.0Relevant 1.0Don't Know 0.0Know 1.0

CURRENT PERFORMANCE SCOREVery Poor 1.0Poor 2.0Average 3.0Good 4.0Very Good 5.0

BUSINESS VALUE SCOREVery Limited 5.0Limited 4.0Average 3.0High 2.0Very High 1.0

ACHIEVABILITY SCORE 2Very Difficult 5.0Difficult 4.0Average 3.0Easy 2.0

Very Easy 1.0

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This survey document has been compiled from various sources, edited and published by Biz4ge, all rights reserved. Biz4ge makes no assurances, explicit or implied, that this survey tool will enable any person or organisation, using all or any part of it, to successfully define their own business architecture, organise or manage a successful business transformation or change management initiative based on this or any other business architecting tool, or to capture any tangible or other benefit related to said business architecting efforts. All users use this survey document at their own risk, agree to indemnify Biz4ge from any and all claims arising as consequence of this use, and understand that they should seek the appropriate professional advice before and as part of entering into any business architecture related work efforts.



DESCRIPTION COLOUR SCORING

Score of > 0.0 to <= 1.0

Score of > 1.0 to <= 2.0

Score of > 2.0 to <= 3.0

Score of > 3.0 to <= 4.0

Score of > 4.0 to <= 5.0Not Relevant / Don't Know Relevance / Knowability = 0.0

Highly likely to be in need of attention or worthy of attention.

Likely to be in need of attention or worthy of attention.

Possibly in need of attention or worthy of attention.

Unlikely to be in need of attention or worthy of attention.

Highly unlikely to be in need of attention or worthy of attention.



Name: Department:BUSINESS ARCHITECTURE HEAT MAP QUESTIONNAIREPosition: Team / Individual:

Date: Location:

NO. CATEGORY REF. QUESTION

Culture & Governance (cross-organisation) 0.0 6 11 Our people, including seniors, own and show commitment to planned changes. 12 Our culture leads by example and aligns its behaviours with new ways of working. 13 Meetings, whether BAU or project, result in effective and timely decisions and actions. 14 Everyone receives the timely/accurate information needed to accomplish their work. 15 How each we do our work is transparent, consistent, repeatable and predictable. 16 All of our business areas/departments/functions, processes and systems are well integrated with one another. 1

Context to Capability 1.0Establishing the Strategic Vision 1.1 6 1

7 We have a strategic vision. 18 Our strategic vision is clear. 19 The strategic vision is widely shared and understood. 1

10 People are inspired by the strategic vision. 111 We clearly understand our both our competition and the marketplace. 112 We clearly understand our customers needs and our own capabilities. 1

Formulating the Business Strategy 1.2 6 113 We have a business strategy. 114 Our business strategy is clear. 115 The business strategy is widely shared and understood. 116 Our business strategy includes specific and actionable goals. 117 Our business strategy helps us align our actions and priorities. 118 Our business strategy and goals drive our organisation structure. 1

Developing Business Plans & Budgets 1.3 6 119 We have a clear way to capture and structure our business thinking. 120 Our business thinking covers all the key areas important to us. 121 We have a business plan that reflects our business thinking. 122 We develop and set budgets. 123 Our budgets are integrated, with input from across the organisation. 124 Our budgets are normally relevant, accurate and adhered to. 1

RELEVANCE / KNOWN(Score 0-1)




Date: Location:



Concept to Catalogue 2.0Incubating Ideas & Technologies 2.1 6 1

25 We have a clear and systematic means of capturing new ideas. 126 We ensure new ideas come from both internal and external sources. 127 Technologies of interest are incubated and developed by us. 128 We use partnerships with others to share technical development costs. 129 We are adept at recognising new applications for our IPR. 130 We recognise IPR as an important source of business value. 1

Managing the Product & Service Portfolio 2.2 6 131 Our product and service development is very market driven. 132 We are clear what features and benefits our customers expect from us. 133 We have a rigourous development project portfolio admission process. 134 Active development portfolio project progress is regularly reviewed. 135 We know our success rate for product / service development projects. 136 A significant % of sales every year comes from new products / services. 1

Developing Products & Services 2.3 6 137 Our method for developing new products / services is very structured. 138 We use the latest techniques to add value to our designs. 139 Stakeholder input plays an important role at every stage of development. 140 We never introduce a product / service that is not fully ready. 141 We conduct test marketing prior to all major product / service launches. 142 Our attention to detail is good when introducing new products / services. 1




Date: Location:



Budget to Plan 3.0Developing Business Forecasts 3.1 6 1

43 Business forecasts are used and valued by our organisation. 144 All the key functions of our organisation participate in our forecasting. 145 We develop and share our forecasts with our important business partners. 146 One common set of forecasts is used by the entire organisation. 147 We review and update our forecasts periodically. 148 We recognise forecasts are not 100% accurate and treat them accordingly. 1

Balancing Supply & Demand 3.2 6 149 We use a formal supply / demand balance process to constrain our forecasts. 150 The supply / demand balance is done at intervals relevant to our needs. 151 All relevant stakeholders are represented in the balancing process. 152 We are realistic in our assessment of our available capacity. 153 The process is transparent and seen to arrive at good overall solutions. 154 The process, though involved, is not seen as too onerous or bureaucratic. 1

Planning the Means of Production 3.3 6 155 The agreed 'single' supply / demand balance plan is widely used to drive detailed planning. 156 Our plans are seen to make effective use of our, and our partners, assets. 157 We collaborate with our key external partners as part of developing plans. 158 Plans, once developed, are widely shared with all relevant parties. 159 Our plans are generally accurate and not overly subject to deviations. 160 Customer satisfaction, via more efficent delivery, is positively impacted. 1




Date: Location:



Opportunity to Order 4.0Developing the Marketing Strategy 4.1 6 1

61 We regularly conduct structured assessments of our marketplace(s). 162 Our command of segmentation as regards customers and competition is good. 163 We know and follow the key trends in each of our market segments. 164 We know the market opportunities by segment for our products / services. 165 Our product / service value proposition is well aligned with market segments. 166 Our success rate for launching new products / services into markets is good. 1

4.2 6 167 We are very systematic about measuring our success in the marketplace. 168 Use of the media in the sale of products / services is a key part of our approach. 169 Pricing and price-point management is one of our competitive weapons. 170 The use of promotions is always considered as part of a marketing campaign. 171 We have a formal approach to cultivating and maintaining customer loyalty. 172 Our approach recognises category management and bunding of related items. 1

Selling to Prospects & Customers 4.3 6 173 We are careful to align sales resources with marketing campaigns. 174 Our salesforce is rewarded to maximise our profitability not just our sales. 175 It is our practice to set clear salesforce objectives that everyone buys into. 176 We see customer enquiries as opportunities instead of irritations. 177 We are very rigourous in our qualification of sales opportunities and prospects. 178 We make maximum use of complementary channels in our selling efforts. 1

Managing Customer Orders 4.4 6 179 We have a well organised and managed customer order management capability. 180 Our order management process always validates orders for accuracy. 181 We only accept orders which we can fulfil within a reasonable time. 182 We offer our customers the opportunity to buy related products / services. 183 Customer back-orders are filled as a priority over more recent orders. 184 We do our best to keep all customers appraised of their order status. 1

Matching Products & Services to Customer Segments




Date: Location:



Order to Cash 5.0Purchasing Materials & Supplies 5.1 6 1

85 We check a customers credit status before releasing their orders to production. 186 We use preferred suppliers for the majority of our purchases. 187 The number of key suppliers to us is a relatively small and managable number. 188 We have nominated second-sources of supply for critical purchase items. 189 We have a structured process everyone observes when raising purchase orders. 190 For non-contract call-off purchases we ask for supplier quotations / estimates first. 1

Moving Materials & Paying Suppliers 5.2 6 191 Where feasible and appropriate we employ vendor managed inventory techniques. 192 Material receiving and put-away procedures are well developed and followed. 193 Material withdrawl or kitting is only done against production or work orders. 194 We have formal processes for maintaining the inventory accuracy of stored materials. 195 We conduct 3-way matches as part of the supplier payments authorisation process. 196 We pay our suppliers on time and according to the relevant T&Cs. 1

Producing Products / Delivering Services 5.3 6 197 We only produce products or deliver services against production / works orders. 198 We see variance to schedule as undesirable and strive to minimise its occurence. 199 The amount of work in progress inventory is always kept to a minimum. 1

100 Our policy is to stop work if error, scrap, rework or yield rates exceed certain levels. 1101 We can trace some type of batch size to minimise recalls should they be necessary. 1102 Essential maintenance is built into our normal production / delivery schedule. 1

Delivering Products & Invoicing Customers 5.4 6 1103 Finished goods (FG) or spares put-away procedures are well developed and followed. 1104 FG or spares picking, packing and despatch is only done against customer orders. 1105 We have formal processes for maintaining the inventory accuracy of stored materials. 1106 Transportation choices seek to maximise efficiencies while meeting commitments. 1107 We have clear procedures for handing reverse logistics in situations where it applies. 1108 We invoice our customers on time and according to the relevant T&Cs. 1




Date: Location:



Cash to Dispose 6.0Managing Customer Services 6.1 6 1

109 Customer service is a core competence and key to building customer relationships. 1110 We are resourced to handle all customer calls and enquiries efficiently and effectively. 1111 We see customer complaints as an opportunity to improve our performance. 1112 Customer calls, enquiries and complaints help us assess our product / service offerings. 1113 We track customer calls, enquires and complaints from their opening to their closure. 1114 We analyse customer call, enquiry and complaint data to find trends and opportunities. 1

Delivering After-sales Services to Customers 6.2 6 1115 We only deliver after-sales services against customer orders. 1116 We see variance to schedule as undesirable and strive to minimise its occurence. 1117 The amount of field inventory is always kept to a minimum. 1118 Our policy is to stop work if error, scrap, rework or yield rates exceed certain levels. 1119 We maintain service records and analyse them for opportunities to improve. 1120 We honour and track our warranty commitments for the support life of all our products. 1

Disposing of Defunct Items for Customers 6.3 6 1121 We have a separate set of processes and procedures dedicated to disposals. 1122 We offer disposal impact assessments to ensure customers appreciate any implications. 1123 We only deliver disposal services against customer orders. 1124 We see variance to schedule as undesirable and strive to minimise its occurence. 1125 We seek to maximise the economic salvage and recycling value of all disposals. 1126 We maintain disposal records and analyse them for opportunities to improve. 1




Date: Location:



Woo to Renew 7.0Managing Supplier Relationships 7.1 6 1

127 Our goal is to establish partnership relationships with our key suppliers. 1128 We see our supplier base as potential sources of ideas and competitive advantage. 1129 We see supplier develop as important and of mutual benefit. 1130 We follow a structured supplier selection and negotiation strategy with clear goals. 1131 For regular / high-volume supply we set up pre-agreed call-off framework contracts. 1132 Our key supplier contracts make use of mutually agreed service level agreements. 1

Managing Partnering Relationships 7.2 6 1133 Our goal is to establish partnership relationships with our key outsourcing providers. 1134 We see our outsourcing providers as a potential sources of ideas and competitive advantage. 1135 We follow a structured outsourcing selection and negotiation strategy with clear goals. 1136 We have a joint management team in place to develop and manage the relationship. 1137 Our outsourcing contracts allow for flexibility and renegotiation if there is valid cause. 1138 Our outsourcing contracts make use of mutually agreed service level agreements. 1

Managing Channel & Key Account Relationships 7.3 6 1139 We see channels as an important route to market for our products and services. 1140 Our approach to channels is informed by our marketing strategy and are selected accordingly. 1141 We understand channel partners are both customers and partners and treat them accordingly. 1142 We have a joint management team in place to develop and manage the relationship. 1143 We measure the value of sales through each channel against mutually pre-agreed objectives. 1144 We recognise some customers are so important that they warrant key account management. 1

7.4 6 1145 We build and manage relationships with our lenders and industry investment analysts. 1146 We use a formal approach to communicating with external stakeholders / shareholders. 1147 We use a formal approach to managing wider press, public and community relations. 1148 We have a strategy for engaging with and building government / industry body relationships. 1149 We have policies for managing legal, ethical and IPR issues. 1150 Our approach to statutory / regulatory compliance is well developed and effective. 1

Managing Investor, PR & Legal / Compliance Relationships




Date: Location:



Record to Review 8.0Managing Cash & Financial Risks 8.1 6 1

151 Our treasury function is well organised and effective. 1152 We efficiently manage our cash position and strive to maintain positive cashflows. 1153 We efficiently manage our in-house bank accounts for the benefit of our internal users. 1154 We efficiently manage our debt and investment positions to maintain adequate liquidity. 1155 We have a formal approach to financial risk management. 1156 We have policies to manage interest rate,foreign exchange and emerging market risk. 1

Processing Finance & Accounting Transactions 8.2 6 1157 Our accounting function is well organised and effective. 1158 We efficiently manage accounts payable so our suppliers are paid correctly. 1159 We efficiently manage payroll so our employees are paid correctly. 1160 We efficiently manage accounts receivable, credit and collections so we are paid correctly. 1161 We efficiently manage fixed asset spend so our CAPEX is recorded and treated correctly. 1162 We efficiently manage our business expenses so they are recorded and reimbursed correctly. 1

Providing Financial Reporting Information 8.3 6 1163 Our financial reporting function is well organised and effective. 1164 We provide fit-for-purpose external financial reporting information as required. 1165 We provide fit-for-purpose internal financial reporting information as required. 1166 Our cost accounting is effective at identifying, classifying and controlling costs. 1167 Our cost accounting is effective at highlighting customer and product / service profitability. 1168 We proactively manage finanacial integrity risk for the organisation. 1

Conducting Internal Audits 8.4 6 1169 Our internal audit function is well organised and effective. 1170 Internal audit is backed and sponsored by the board and senior management. 1171 Internal audit policies and practices are seen to be fair and comprehensive. 1172 Internal audit is seen to reduce the risk of external auditors identifying poor practices. 1173 Internal audit is regularly consulted by colleagues to gain the benefit of their input. 1174 Internal audit is an effective deterent to fraud, theft and other malfeasance. 1

Managing Taxation 8.5 6 1175 Our tax function is well organised and effective. 1176 The tax function is known for defining effective tax planning solutions. 1177 The tax function finds the right balance between an aggressive tax position and tax audit risk. 1178 The tax function is seen to minimise the risk of tax authorities challenging our filings. 1179 The tax function ensures that all statutorys filing are done accurately and on time. 1180 Where unavoidable the tax function is proficient in managing and resolving tax litigations. 1




Date: Location:



Recruit to Retain 9.0Developing HR Plans & Policies 9.1 6 1

181 Our HR plans, policies and practices are up-to-date and relevant to our business needs. 1182 We have a clear understanding of the skills and competencies our organisation requires. 1183 We are adept at identifying all our workforce resourcing needs and mobilising to fulfil them. 1184 We have plans and policies covering compensation, succession and diversity. 1185 Line management respects our input and seeks our advice on people matters. 1186 We make a significant contriubtion to the organisation's success which can be measured. 1

Managing Personnel Deployment 9.2 6 1187 We have a process for formally forecasting and planning our workforce requirements. 1188 We routinely use our forecasts and plans to drive our workforce recruitment campaigns. 1189 We have a formal process with its own metrics for vetting and hiring our employees. 1190 Where-ever possible and desirable we recruit from within before we go outside. 1191 We always vet new hire references and credentials to ensure the accuracy their claims. 1192 We deploy staff to where they are most needed based on our organisations priorities. 1

Developing & Training Employees 9.3 6 1193 All new hires are given a tailored new-joiners orientation plan when they first arrive. 1194 All staff have clear and agreed performance objectives which are subject to regular appraisals. 1195 We proactively promote employee health, safety and their general well-being. 1196 Our organisation has policies and practices covering labour relations and negotiations. 1197 We maintain jointly developed and agreed career plans for all our employees. 1198 We actively offer training and develop to our staff to meet our skills and competency goals. 1

Motivating & Retaining Employees 9.4 6 1199 We have a well developed and effective approach to employee reward and recognition. 1200 We do our best to ensure employees feel involved and enfranchised in the organisation. 1201 Our organsition is competent in benefits administration and work-life balance matters. 1202 We have a formal and effective payroll administration process. 1203 We carefully manage all changes in employee employment status and have a retention plan. 1204 We are careful to maintain employee data and safeguard it as per statutory requirements. 1




Date: Location:



Encode to Enlighten 10.0Managing Information Resources 10.1 6 1

205 We have well developed policies and practices (e.g. including standards for privacy, confidentiality, access rights, etc) for managing our records and information. 1206 We can readily access our records and information we need when we need them. 1207 We have an enterprise architecture underpinning our data strategy. 1208 We have a clear policy regarding use of data classification and coding schemes. 1209 We have an effective approach to maintaining the accuracy of our static and dynamic data. 1210 We are good at leveraging our records and information to improve our performance. 1

Managing Information Technology 10.2 6 1211 We have well developed policies and practices for managing our IT applications and systems. 1212 We see IT as an enabling service supporting our business customers and manage accordingly. 1213 We have an enterprise architecture underpinning our IT strategy. 1214 We apply formal portfolio and project management techniques to our IT initiatives. 1215 Development, management and upgrades to technical infrastructure is per a formal process. 1216 We maintain our systems and data securely (e.g. including threats posed by malware, cyber attack, data theft, etc) and have plans to ensure continuity of service. 1




Date: Location:



Assess to Assure 11.0Managing EH&S Policy & Practice 11.1 6 1

217 We have well developed policies and practices for managing EH&S. 1218 Our EH&S team is backed and sponsored by the board and senior management. 1219 Our EH&S policies and practices are seen to be well balanced and comprehensive. 1220 The EH&S role is seen to reduce the risk of external auditors identifying poor practices. 1221 Our EH&S team is regularly consulted by colleagues to gain the benefit of their input. 1222 Our EH&S efforts are appreciated by our employees, our stakeholders and the community. 1

Managing Physical Risk 11.2 6 1223 We have well developed policies and practices for managing physical risk. 1224 We efficiently manage fire risk and conduct regular audits to minimise fire hazards. 1225 We efficiently manage theft risk and control access to valuable items. 1226 We maintain and enforce a 'clear desk' policy and lock away confidential physical documents. 1227 We maintain staff access controls at the levels of security and at the locations required. 1228 We are insured to adequate levels against physical risk impacts to our business. 1

Managing Business Continuity 11.3 6 1229 We have well developed policies and practices for ensuring business continuity. 1230 We have scenario plans for natural disasters such as earthquakes, floods and weather events. 1231 We have scenario plans for other natural events such as pandemics, fire and utililty outages. 1232 We have senario plans for man-made attacks such as sabatoge, cyber-crime and terrorism. 1233 Our plans are sufficient to bring our business back online within a predictable timeframe. 1234 We are insured to adequate levels for business continuity impacts to our business. 1




Date: Location:



Inform to Improve 12.0

Developing Organisational Performance Strategy 12.1 6 1235 We have an organisational performance strategy that derives from our business strategy. 1236 We have a consistent measurement framework for use across our organisation. 1237 We use our measurement framework to drive our performance against key goals. 1238 We use benchmarking, industry and competitive, to understand how others perform. 1239 In part we use the performance of others to help us set our own improvement goals. 1240 Our performance strategy is effective and drives coherent action within our organisation. 1

Applying Good Practice & Managing Change 12.2 6 1241 We apply a formal structured approach to the management of change. 1242 We use methods like business architecting and process rengineering to apply good practice. 1243 All of our major business change initiative are supported by formal business cases. 1244 A ongoing continuous improvement ethos is part of the delivery of all change initiatives. 1245 We recognise the value of lessons learned and other forms of organisational knowledge. 1246 We have techniques and system we use to mine organisational knowledge for re-use. 1



BUSINESS ARCHITECTURE HEAT MAP QUESTIONNAIRE

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0

CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE

(Score 1-5)ACHIEVABILITY

(Score 1-5)

PERFORMANCE SCORE & HEAT MAP COLOUR

OPPORTUNITYSCORE & HEAT MAP COLOUR




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.03.0 3.0

3 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0




CURRENT PERFORMANCE

(Score 1-5)

BUSINESS VALUE


(Score 1-5)



6.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.06.0 6.0

3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.03 3 3 3.0 3.0



HEAT MAP SCORING RADAR PLOT CATEGORY REF.

Culture and Governance (cross-organisation) 0.0 3.0 3.0Establishing the Strategic Vision 1.1 3.0 3.0Formulating the Business Strategy 1.2 3.0 3.0Developing Business Plans & Budgets 1.3 3.0 3.0Incubating Ideas & Technologies 2.1 3.0 3.0Managing the Product & Service Portfolio 2.2 3.0 3.0Developing Products & Services 2.3 3.0 3.0Developing Business Forecasts 3.1 3.0 3.0Balancing Supply & Demand 3.2 3.0 3.0Planning the Means of Production 3.3 3.0 3.0Developing the Marketing Strategy 4.1 3.0 3.0Matching Products & Services to Customer Segments 4.2 3.0 3.0Selling to Prospects & Customers 4.3 3.0 3.0Managing Customer Orders 4.4 3.0 3.0Purchasing Materials & Supplies 5.1 3.0 3.0Moving Materials & Paying Suppliers 5.2 3.0 3.0Producing Products / Delivering Services 5.3 3.0 3.0Delivering Products & Invoicing Customers 5.4 3.0 3.0Managing Customer Services 6.1 3.0 3.0Delivering After-sales Services to Customers 6.2 3.0 3.0Disposing of Defunct Items for Customers 6.3 3.0 3.0Managing Supplier Relationships 7.1 3.0 3.0Managing Partnering Relationships 7.2 3.0 3.0Managing Channel & Key Account Relationships 7.3 3.0 3.0Managing Investor, PR & Legal / Compliance Relationships 7.4 3.0 3.0Managing Cash & Financial Risks 8.1 3.0 3.0Processing Finance & Accounting Transactions 8.2 3.0 3.0Providing Financial Reporting Information 8.3 3.0 3.0Conducting Internal Audits 8.4 3.0 3.0Managing Taxation 8.5 3.0 3.0Developing HR Plans & Policies 9.1 3.0 3.0Managing Personnel Deployment 9.2 3.0 3.0Developing & Training Employees 9.3 3.0 3.0Motivating & Retaining Employees 9.4 3.0 3.0Managing Information Resources 10.1 3.0 3.0Managing Information Technology 10.2 3.0 3.0Managing EH&S Policy & Practice 11.1 3.0 3.0Managing Physical Risk 11.2 3.0 3.0Managing Business Continuity 11.3 3.0 3.0Developing Organisational Performance Strategy 12.1 3.0 3.0

PERFORMANCE SCORE

OPPORTUNITYSCORE

0.0 1.1 1.21.3

2.1

2.2

2.3

3.1

3.2

3.3

4.1

4.2

4.3

4.4

5.1

5.2

5.35.4

6.16.26.37.17.2

7.37.4

8.1

8.2

8.3

8.4

8.5

9.1

9.2

9.3

9.4

10.1

10.2

11.1

11.211.3

12.1 12.2

0.0

2.0

4.0

Current Performance Opportunity



Applying Good Practice & Managing Change 12.2 3.0 3.0

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