Enterprise Viability and Vitality Assessment

Enterprise Viability and Vitality

The following provides a quick and general assessment of the core characteristics, workspace and workplace dimensions of the enterprise. To gain a complete and accurate snapshot of the enterprise requires more comprehensive assessments.

The core characteristics are fundamental to the development of a strategically enabled enterprise:

Authenticity	The enterprise truly understands its motivations and practices its intentions.
Competitiveness	The enterprise is experiencing time contraction rather than time dilation relative to its competitors and industry.
Creativity and Innovation	The future of the enterprise depends on it. Closely tied to risk adversity.
Diversity Management	Enterprise diversity is not just about ethnicity, but heterogeneity.
Learning and Growth	Enterprise can only compete and grow as much as it is willing to learn.
Change Management	Change is now a constant. Time is of the essence and speed is the base.
Risk Adversity and Management	Understand its adversity to risk relative to its motivation for innovation.
Maturity Development	Establish enterprise growth and development best practices.
Governance	Formalized directives, policies, and practices that maintain an appropriate level of accountability, fairness, and transparency.

The workplace dimensions are integral to the creation of enterprise vitality within a strategically enabled enterprise:

Organizational Values	The enterprise’s standards of behavior.
Organizational Culture	The underpinning of enterprise effectiveness.
Workplace Climate	The catalyst for workplace energy and workforce performance.
Leadership	Inspire and develop individual's talent to enhance their performance and productivity.
Talent Development	Utilize the enterprise’s greatest assets and primary stakeholder.
Stakeholder Management	Manage the business and professional relationships of its stakeholders.
Team Development	Build diverse, collaborative, and innovative teams.
Organizational Networks	Discover the way work really gets done in the enterprise.
Business Intelligence	Develop business data into meaningful information.
Organizational Intelligence	Develop organizational data into meaningful information.

The workspace dimensions are integral to the development of enterprise viability within a strategically enabled enterprise:

Business Strategy	Define the business goals, objectives, and targets to set the strategic intention of the enterprise.
Business Strategy	Describe the basic elements of the business outline the key tactical directives.
Business Capabilities	Detail the business resources, activities, and partnerships to enable the business strategy and execute the business model.
Technology Capabilities	Design and deploy technology through its capabilities, services, and infrastructure.

Enterprise Viability and Vitality Assessment

1.The enterprise conducts its business ethically, and is socially accountable and environmentally sensitive.

Yes

No

2.The enterprise is faster to market with more innovative products and quality services by being more effective and efficient when it improves and develops its business capabilities than its competitors and the industry.

Yes

No

3.The enterprise actively seeks out the entrepreneurs, game changers, and challengers of the status quo.

Yes

No

4.The enterprise consistently practices diversity (not just ethnicity) when developing talent, building optimally performing teams, and managing initiatives.

Yes

No

5.The enterprise actively learns from outside influences combined with internal experiences to rationalize its workspace and develop its workplace.

Yes

No

6.The enterprise is proactive (disruptive, initiated) rather than reactive (interruptive, responsive) to change.

Yes

No

7.The enterprise has determine its level of risk adversity to more effectively identify the key activities, allocate key resources, and prioritize its innovation and development initiatives.

Yes

No

8.The enterprise has established the maturity levels of its workspace and workplace to more effectively rationalize its business, develop its people, and invest in the appropriate technology.

Yes

No

9.The enterprise has a governance process in place that ensures alignment within and integration between the workspace and workplace. It capitalizes on business model innovation, optimizes business capabilities and prioritizes technology investments. The enterprise consistently institutes fairness, provides equal opportunities, and justly uses policies within the workplace.

Yes

No

10.The enterprise has a visionary strategy to differentiate itself from its competitors.

Yes

No

11.Your enterprise links the business strategy with business and IT capabilities through a clearly described business model that outlines the key business elements and associated stakeholders, their roles, and responsibilities.

Yes

No

12.The enterprise is able to dynamically reconfigure its business capabilities by synchronizing its infrastructure to meet customers’ demand, reallocating its resources, reconfiguring its activities, and establishing key partnerships according to business needs.

Yes

No

13.IT is recognized by the business organization as a strategic asset that creates business value rather than an operational liability that generates cost and operates as a business that provides quality services and innovative solutions.

Yes

No

14.The stakeholders’ values align with those of the enterprise in order to maintain desired work/life balance and mental/physical well-being.

Yes

No

15.The culture of the enterprise underpins an empowering workplace that motivates and energizes the workforce through effective leadership.

Yes

No

16.The workplace climate of the enterprise cultivates stakeholders’ passion to increase their commitment to remain and foster their engagement to increase their intent to perform and recognize and reward their contribution to increase their discretionary effort.

Yes

No

17.The enterprise cultivates the right talent for the right roles for the right reasons working in the right conditions under the right leadership.

Yes

No

18.HR no longer practices under the age-old assumptions and the traditional approach to recruitment, development, and advancement of its primary stakeholder – the employees.

Yes

No

19.The enterprise appropriately orients its stakeholders in its business workspace and assimilates them into its organizational environment to optimize their performance and relationships.

Yes

No

20.The enterprise develops heterogeneous teams that are truly diverse and dynamic that results in more creative and innovative solutions who also extend their reach and increase their influence by integrating themselves into organizational networks.

Yes

No

21.The enterprise defines specific objectives and formalized initiatives to continually develop organizational networks that results in more effective development and integration to increase collaboration, information flow, and expertise access.

Yes

No

22.The enterprise builds business intelligence that leads to greater predictability in order to create actionable insights, manageable recommendations, and measurable results of workspace viability.

Yes

No

23.The enterprise builds organizational intelligence that leads to greater predictability in order to create actionable insights, manageable recommendations, and measurable results of workplace vitality.

Yes

No