GPi Pathfinder Feedback EN (Copy) (test)

1. How is your company positioned?

Please sort the answers using drag & drop (the most relevant answer to the top).

Simple and easy: profit & growth – for example "seizing opportunities" or "conquering a new market“.
We have ongoing discussions with our clients, employees and partners on what is expected and adjust where necessary.
We clarify with our clients what is important to them and try to accommodate as much as possible.
There are steps in place which outline what we stand for. These are occasionally reviewed by colleagues.

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2. How is the business strategy developed in your organisation?

Please sort the answers using drag & drop (the most relevant answer to the top).

By all employees, with any required support from external consultants with market perspective.
By the manager and his confidants.
According to the market opportunities and by knowledgeable employees and suitable strategy consultants.
By the management floor, internal experts and external consultants.

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3. In what ways are employees involved in the implementation of the strategy? Everyone...

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... has roles & responsibilities which form part of the implementation.
... understands the strategic goals, relates these to his/her objectives and keeps track of progress.
... has to get his/her jobs done and maximise successes.
... has an understanding of strategic objectives, underlying principles and is encouraged to play their part.

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4. How is your strategy applied to day-to-day work?

All steps are somehow translated down and managed by the people responsible.
Meeting the strategic objectives is a shared responsibiiity. Teams come together regularly to update and check on progress.
Managers establish what needs to be done and ensure we are going in the right direction.
All goals are translated as much as necessary into measurable targets and everyone has an understanding of what needs to be achieved.

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5. How is strategic risk managed in your organisation?

The higher the risks, the greater the opportunity (usually). We measure what the possible risks are before driving a new strategic initiative.
We double-check with our partners and whoever else can assist us in making an informed decision to drive our business forward.
We have people regularly checking what our risks look like. At the same time we have insurances to cover risks.
The boss knows how to maximise our progress and ensure that we don’t risk too much.

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6. How would you say your organisation is built? What frame and structure does it provide to function?

Hierarchical, functional areas (sometimes in silos) and rather clear structure.
Dynamic and interdependent, not hierarchical but rather networked, structured around relationships.
Hierarchical, driven by the top player(s) and often unclear to individuals.
Process- and goal-driven, reflected by functional business units and responsibilities.

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7. What best describes your management structure?

Clear structures, clear management line, functional with clear reporting structures, cascading information and ascribed roles/titles.
Boss at the top and, depending on size or organisation, many top-down levels. People are ascribed to certain jobs.
Pragmatic, results-driven, cluster of aligned, complementary services with a shared focus (e.g. customer).
More self-organised, roles can be filled with most suitable person at the time. Development of management culture is important.

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8. How are roles and responsibilities organised in your company?

Overall results are paramount: tasks are covered by most suitable people, which can change; a more fluid and flexible approach.
Everyone has a defined role & resp. However, business goals take precedence if necessary; at times people know they have different roles (i.e. “hats”).
Clearly defined and documented r&r, related to structure and accountability according to defined responsibilities.
Our boss has ultimate resp., boss hands over certain resp. to others, areas of resp. can change.

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9. How are organisational changes handled?

Often top-down but objective-driven, flexible in finding best way forward, aligned if not initiated by strategy, structure follows strategy!
Mainly initiated top-down, then there is a department resp. for org. changes which usually engages with various internal stakeholders.
Often ad hoc, top-down, ultimately driven and signed off by boss.
Driven by people from and within the organisation, initiated by whoever identifies a need. Changes can go ahead if shared by enough people (momentum).

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10. How are cross-functional units set up in your company?

There aren't really any. This is mainly covered by employees in respective areas and sometimes about helping yourself.
We examine the cost-benefit ratio, outsource where cost-effective and try to integrate cross-functional values into our business processes and lines.
We are supported by various expert departments. Some can be highly specialised.
We are versatile and cross-functional by nature. This is mainly covered by employees with interest in respective areas. Alternatively we outsource to a partner.

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11. How are processes developed and handled in your organisation?

Our business is clear and simple processes are not necessarily specified, changes are managed top-down where/when needed.
They are organised along the value chain to create transparency. We have a common standard to develop processes, which is devised by affected people to ensure formal processes are kept to a minimum.
Processes are 'lean', in line with our value chains and underpinned by 'measurables'.
We take a logical approach to developing processes. This is in line with the organisational structure and changes are usually initiated by departments and overseen by internal experts in that area.

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12. How does your organisation plan and manage its business steps?

We have a high level of transparency when it comes to business plans, little formal planning and development can happen as a consequence of organic growth.
Business plans are defined at regular intervals, budgets with detailed breakdowns are allocated to respective parts of the business.
The bosses have the right insight and tell employees what to do.
Business and budgets are planned at regular intervals, ad-hoc changes are possible when they make business sense and/or when business goals change.

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13. In what way does your company use IT to support its business?

We have simple solutions, usually for everyone in their area, which means they benefit from individualised solutions.
IT provides business information and intelligence in real time while creating transparency.
Our IT guys focus on supporting and driving the value chain, while endeavouring to be cost-effective.
Our IT has a well-established department of its own. It supports all possible functions of the business. It is formalised and rather technical at times.

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14. How is the budgeting done in your company?

It is top-down, flexible, at times intuitive and focuses on business growth / profits.
Our budgets come with detailed breakdowns, often in line with past developments/performances and allocated to respective parts of the business.
Budgets are transparent, different stakeholders come together to discuss; decisions are guided by principles not pre-fixed budgets, and financial resources are used accordingly.
Budgets are planned by considering market developments and opportunities; strategic investments are aimed at opportunities.

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15. How is progress measured in your company?

One key figure – one that measures the respective business / sales success.
We measure performance indicators. These are based on well-established line processes and procedures.
We measure KPIs which are in line with strategic objectives (or most likely to be effective). These are broken down to the respective units; insight is used to inform continuous improvement.
We measure KPIs that are business-critical and also related to the teams / employees. Our people are encouraged to share insights and influence steering.

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16. Which statement best captures the style of communication in your company?

We have a fairly open and warm style of communication. There are ongoing dialogues between individuals and teams; colleagues are expected to respond as soon as they can.
We are pragmatic, fact-oriented and have a clear form of communication; employees are expected to respond swiftly.
Direct and to the point. Top-down, people are expected to respond as soon as possible.
The tone in our company is fairly formal and reserved; employees are expected to respond when they are ready to respond.

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17. What does decision-making look like in your company?

This is organised, hierarchical, experts are called in when more complex decisions need to be made.
We have discussions, focus on quality of decision process and move forward.
Very much top-down, power-driven, often ad-hoc or when the right moment arises.
Here we are goal-orientated, decision-making is systematic, priorities-based and often measurable.

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18. What is the typical leadership style in your organisation?

Cooperation, consensus and often shared responsibilities.
Management by objectives, delegation of responsibilities and value process-driven.
Hierarchical and formal; defined via roles.
Hierarchical and direct.

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19. What is collaboration like in your company?

Individuals engage when and where necessary to get their jobs done.
Employees operate according to their role, which also defines with whom and when to engage. Personal contacts and informal networks enable cross-organisational cooperation.
Colleagues engage with each other on an ongoing basis and discuss matters as and when they come up; trust and honesty are key.
Individuals have objectives, drive their areas and engage with colleagues or teams when necessary to move things forward.

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20. How are conflicts handled in your organisation?

Conflicts are addressed as quickly as necessary and by using proven mechanisms.
Differences will be challenged head-on and the stronger person usually gets his/her way.
Conflict resolution is handled with regard to the matter at hand. Also, we have specialists when it comes to bigger differences.
Differences and conflicts are a part of life; people affected come together to understand what happened and how to avoid such frictions in the future.

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21. What is a typical hiring interview like in your firm?

We have semi-structured interviews with various people/teams, possibly a few trial runs with a handful of (future) colleagues from different teams.
We have official guidelines, structured interviews with various representatives (e.g. HR, boss).
Simple guidelines, semi-structured interviews with a small number of functional representatives.
Semi- or unstructured conversation with the boss.

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22. What are the various age groups (young, middle-aged, senior) represented in your organisation?

In general we have a more experienced and thus older workforce.
We have a fairly mixed range of age groups.
We have a generally young workforce and some seniors.
A mainly young and middle-aged bunch of people.

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23. How does your company remunerate your work?

Our salary is based on hierarchy and role (often with a performance-based bonus system for individuals).
Our model is success-driven (often with financial stimuli or being part of a success story).
We have a transparent remuneration model and wages (often individual pay combined with team goals).
We have a detailed hierarchical model (often combined with length of service).

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24. What does staff development look like in your company?

We have a logical framework and processes, geared towards expertise and qualifications.
We have development options in place. It is about individual preference and recommendations from the boss.
A formal system does not really exist. It is mainly about 'develop yourself'.
Our organisation provides extensive freedom to people's development. Quite a lot of knowledge is shared internally.

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25. How does your company manage people when the decision has been made to part, and what support is it prepared to offer?

We have clearly defined steps and there are formal processes to follow.
Usually it is a clear break with an immediate exit.
As soon as all the loose ends are tied up, we go for a clear but swift exit. Sometimes there is an exit interview with the boss (and HR).
We do some reviews and run exit discussions with various colleagues. When parting, there are always lessons to be learnt.

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26. How does your company differentiate itself from competitors in order to attract customers?

As people we bring the organisation's purpose to ‘life’ (usually driven by a shared purpose).
We are efficient experts, specialists in what we do and have the necessary credibility.
We have insight into market developments, can quickly react to opportunities and have the ability to see the strategy through.
We have charismatic / insightful leaders who can win over clients and drive colleagues.

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27. In what ways are knowledge and know-how transferred internally? We...

... often copy from others (e.g. bosses) and only necessary knowledge is passed on.
... adapt knowledge from experts and integrate it into our organisation step by step; new abilities are 'tested' in safe environments.
... buy in expert knowledge, adopt and quickly develop working models. There is an intrinsic drive to try out new ‘things’.
... live the idea of a learning organisation; a lively 'body' where people learn from/with each other and share this in all kinds of ways.

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28. In what ways does your organisation deal with its customers? To what extent is it willing to engage, listen and react?

We are focused on our core customers, analyse customer data/trends and will invest time into customers who are part of the profitable strategic orientation.
We have dedicated units (e.g. sales, support) who engage with customers according to service guidelines.
Our bosses are closest to the customer, but ultimately customers will only be serviced in relation to the situation, possible opportunities and benefits.
In a way our customers are part of our 'eco system' and as such get a ‘personalised’ service. There is a high level of authenticity and customers can be excluded if there is no ‘cultural’ fit.

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29. How does your organisation 'understand' and overcome challenges? We...

... are usually able to 'sense' problems early on, an open and intrinsic learning culture often helps us to identify and clarify possible causes before they turn into problems.
... are a bit like a task force, fire-fighting where and when necessary.
... are often able to identify challenges early on, which are then prioritised and resources allocated accordingly.
... mobilise experts and, for more common challenges, have processes and procedures in place.

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30. What training is offered and how often is it deployed in the organisation?

There is a training catalogue offering a range of mainly technical, professional and methodical programmes. This also comes as qualifications and with certificates.
The training is in line with the company’s strategy, there is a relevant range of professional and social skills offering to enable our growth.
We have defined a series of professional and social skills training to support strategic development. Furthermore, there is a range of people-centred development opportunities.
Some professional training which enables the company's further success.

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31. What is your organisation's reputation as an employer? Our brand...

... stands for something that all employees can share - one becomes part of a growing professional 'movement'.
... stands for continuity, stability and ensures long-term employment.
... demonstrates ‘power’. We have an organisation with charismatic key players. There is (often) an ‘everything is possible’ feel to it.
... demonstrates performance and the ability to deliver results. There is an understanding that ‘you can achieve a lot with us’.

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32. Why are you doing what you are doing? What is the purpose of your business?

We are carving a professional space within which people can create and grow.
Growing expertise and stability.
Success with a level of distinctiveness and a special USP.
Profit and market growth.

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33. What is your company's vision?

We describe a future state and use this as a motivational orientation.
It is about success, growth and rising profits.
We share a common sense of belonging and direction.
It characterised by endurance and continuity.

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34. What best describes your company's core values?

Sense of duty, quality, reliability.
Performance, status, accountability.
Strength, power, honour.
Harmony, cooperation, equality.

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35. Last but not least... There is usually an 'emotional contract' (often at an unconscious level) between an employer and each of its employees.

What is it like in your organisation?

Our employees expect a professional space in which to grow and further develop a shared meaning. The organisation expects employees to deliver to the best of their abilities.
Our guys expect the possibility to seize opportunities, financial rewards and the organisation expects results and 'obedience'.
Our employees expect mainly work and remuneration for the long-term. In return, the organisation expects time, dedication and loyalty.
Our people expect professional challenges and matching rewards. The organisation expects self-drive and accountability.

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