The enterprise conducts its business ethically and is socially accountable and environmentally sensitive in everything it does.
Typically
Rarely
The enterprise is faster to market with innovative products and quality services by being more effective and efficiently executing its business capabilities than its competitors and the industry.
Typically
Rarely
The enterprise actively seeks out the critical thinkers, entrepreneurs, game changers, and challengers of the status quo.
Typically
Rarely
The enterprise consistently practices diversity (not just ethnicity) when developing talent, building optimally performing teams, and managing initiatives.
Typically
Rarely
The enterprise orients its suppliers, vendors, and partners into the workspace and assimilates them into the workplace effectively.
Typically
Rarely
The enterprise actively learns from outside influences combined with internal experiences to rationalize its workspace and develop its workplace.
Typically
Rarely
The enterprise takes a proactive (initiated, disruptive) rather than a reactive (responsive, interruptive) approach to change.
Typically
Rarely
The enterprise has determined its level of risk adversity to more effectively identify the key activities, allocate key resources, and prioritize its development and transformation initiatives.
Typically
Rarely
The enterprise has established maturity levels to more effectively rationalize its business, develop its people, and invest in the right technology.
Typically
Rarely
The enterprise has a governance process in place that ensures alignment within and between the workspace and workplace.
Typically
Rarely
1 out of 3
Stakeholders can articulate the enterprise’s mission and vision and how they contribute to them relative to their role in the company.
Typically
Rarely
The enterprise has a visionary strategy to differentiate itself from its competitors that is distributed to the employees.
Typically
Rarely
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.
Typically
Rarely
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.
Typically
Rarely
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.
Typically
Rarely
2 out of 3
The stakeholders’ values align with those of the enterprise in order to maintain desired work/life balance and mental/physical well-being.
Typically
Rarely
The culture of the enterprise underpins an empowering workplace that motivates and energizes the workforce through effective leadership.
Typically
Rarely
The workplace climate of the enterprise cultivate 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.
Typically
Rarely
Cultivate the right talent for the right roles for the right reasons working in the right conditions under the right leadership.
Typically
Rarely
HR no longer practices under the age-old assumptions and the traditional approach to recruitment, development, and advancement of its primary stakeholder.
Typically
Rarely
The enterprise appropriately orients its stakeholders in its business workspace and assimilates them into its organizational environment to optimize their performance and relationships.
Typically
Rarely
Build 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.
Typically
Rarely
Define 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.
Typically
Rarely
Build workspace capital that leads to greater predictability in order to create actionable insights, manageable recommendations, and measurable results.
Typically
Rarely
Build workplace capital that leads to greater predictability in order to create actionable insights, manageable recommendations, and measurable results.
Typically
Rarely
3 out of 3
