The Strategic Management Maturity Model Assessment

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Answer the following questions organized into eight critical areas of strategic management and readiness of an organization to operate strategically.

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Level 1: Ad Hoc and Static

It is characteristic of organizations at this level that they currently do not do any strategic planning or management in a formal sense, tending to plan only on the tactical or operational level in an ad hoc and uncontrolled manner, normally by senior management behind closed doors. Leaders spend a majority of their time addressing operational issues and “putting out fires” and never address long-term strategy.

Level 2: Reactive

It is characteristic of organizations at this level that some elements of effective planning and strategic performance management are being applied, only in an inconsistent fashion and often with poor results. Planning discipline is unlikely to be rigorous, and only happens in reaction to events or to temporarily please an individual leader. These organizations might measure performance or even use it to punish underperformers, but often these activities are done by individuals to meet a routine policy need and are not taken seriously.

Level 3: Structured & Proactive

It is characteristic of organizations at this level that there are formal structures and processes in place to comprehensively and proactively engage in strategic planning and management. These activities occur on a fairly regular basis and are subject to some degree of improvement over time. Measurements are somewhat aligned with strategy and employee accountability is taken seriously.

Level 4: Managed & Focused

It is characteristic of organizations at this level that strategy drives focus and decision making for the organization. Organization-wide standards and methods are broadly implemented for strategy management. Leaders formally engage employees in the process and a measurement & accountability work culture help drive strategic success for the organization.

Level 5: Continuous Improvement

It is a characteristic of organizations at this level that the strategic planning and management excellence are embedded within the culture of the organization and are continuously improved in a formal sense. This means that as performance is evaluated, the organization first analyzes how it is performing towards its strategic goals and then second studies how effective the strategic planning and management processes are and adapts as necessary. Excellence in strategic management drives the organization’s competitive edge or performance success.

Level 1: Ad Hoc and Static

It is characteristic of organizations at this level that they currently do not do any strategic planning or management in a formal sense, tending to plan only on the tactical or operational level in an ad hoc and uncontrolled manner, normally by senior management behind closed doors. Leaders spend a majority of their time addressing operational issues and “putting out fires” and never address long-term strategy.

Level 2: Reactive

It is characteristic of organizations at this level that some elements of effective planning and strategic performance management are being applied, only in an inconsistent fashion and often with poor results. Planning discipline is unlikely to be rigorous, and only happens in reaction to events or to temporarily please an individual leader. These organizations might measure performance or even use it to punish underperformers, but often these activities are done by individuals to meet a routine policy need and are not taken seriously.

Level 3: Structured & Proactive

It is characteristic of organizations at this level that there are formal structures and processes in place to comprehensively and proactively engage in strategic planning and management. These activities occur on a fairly regular basis and are subject to some degree of improvement over time. Measurements are somewhat aligned with strategy and employee accountability is taken seriously.

Level 4: Managed & Focused

It is characteristic of organizations at this level that strategy drives focus and decision making for the organization. Organization-wide standards and methods are broadly implemented for strategy management. Leaders formally engage employees in the process and a measurement & accountability work culture help drive strategic success for the organization.

Level 5: Continuous Improvement

It is a characteristic of organizations at this level that the strategic planning and management excellence are embedded within the culture of the organization and are continuously improved in a formal sense. This means that as performance is evaluated, the organization first analyzes how it is performing towards its strategic goals and then second studies how effective the strategic planning and management processes are and adapts as necessary. Excellence in strategic management drives the organization’s competitive edge or performance success.

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Question 1 of 8

1. Question
Leadership Dimension

Please select the level that best represents the performance of your organization within the category of “Leadership”.
- Level 1: Leaders dictate in the command & control fashion; otherwise disengaged
- Level 2: Leaders dictate but gather feedback sporadically
- Level 3: Leaders engage with direct reports only, but do model desired bahaviors and values
- Level 4: Leaders empower many employees through ongoing engagement
- Level 5: Leaders & employees fully engage in a continuous dialog based on a team-based culture
Question 2 of 8

2. Question
Values and Culture Dimension

Please select the level that best represents the performance of your organization within the category of “Values and Culture”.
- Level 1: Vision and values undefined or not shared
- Level 2: Vision and values published, but not lived
- Level 3: Vision and values communicated and understood
- Level 4: Vision and values collaboratively developed
- Level 5: Vision and values fully integrated into the organization's culture
Question 3 of 8

3. Question
Strategic Thinking and Planning Dimension

Please select the level that best represents the performance of your organization within the category of “Strategic Thinking and Planning”.
- Level 1: No strategic planning occurs within the organization; no goals defined
- Level 2: Strategic planning is the responsibility of a small team and dictated to the organization
- Level 3: A structured and open planning process involves people throughout the organization every couple of years.
- Level 4: Plans are developed and revised regularly by trained, cross-functional planning teams
- Level 5: Strategy drives critical organizational decisions and a continuous improvement planning process is maintained
Question 4 of 8

4. Question
Alignment Dimension

Please select the level that best represents the performance of your organization within the category of “Alignment”.
- Level 1: Work is narrowly focused based on organization structure, with little customer input
- Level 2: Customer needs and feedback start to influence more aligned decision making
- Level 3: Employees know their customers and align strategy to those needs
- Level 4: Vision, customer needs, strategy and employee reward and recognition systems are cascaded and aligned
- Level 5: All structures and systems are aligned with strategy, and organizational alignment is continuously improved
Question 5 of 8

5. Question
Performance Measurement Dimension

Please select the level that best represents the performance of your organization within the category of “Performance Measurement”.
- Level 1: No data or only ad-hoc performance measures are collected
- Level 2: Performance data is collected routinely, but most are operationally focused
- Level 3: Strategic performance measures are collected, covering most strategic objectives
- Level 4: Strategic measures are broadly used to improve focus and performance and inform budget decisions
- Level 5: Measurements comprehensively used and routinely revised based on continuous improvement
Question 6 of 8

6. Question
Performance Management Dimension

Please select the level that best represents the performance of your organization within the category of “Performance Management”.
- Level 1: No emphasis on using performance as a criterion to manage the organization
- Level 2: Performance reviews required but not taken seriously; no accountability for performance exists
- Level 3: Measures are assigned owners and performance is managed at the organizational and employee level
- Level 4: Measurement owners are held accountable and performance is managed at all levels
- Level 5: Organization culture is measurement and accountability focused; decisions are evidence-based
Question 7 of 8

7. Question
Process Improvement Dimension

Please select the level that best represents the performance of your organization within the category of “Process Improvement”.
- Level 1: Processes are undocumented and ad-hoc with evident duplication and delays
- Level 2: A few key processes documented, and process improvement models (TQM, Lean Six Sigma, etc.) introduced
- Level 3: All key processes are identified and documents, and strategy guides successful process improvement initiatives and improvements
- Level 4: All key processes are tracked and improved on a continuous basis and new process improvement ideas are accepted
- Level 5: Employees are empowered and training, and a formal process exists for improving process management
Question 8 of 8

8. Question
Sustainability Dimension

Please select the level that best represents the performance of your organization within the category of “Sustainability”.
- Level 1: Lack of structure and champions lead to short-term focus on tasks
- Level 2: Strategy "champions" identified
- Level 3: Formal organization structure in place to maintain focus on strategy
- Level 4: Organization has an "Office of Strategy Management" or equivalent
- Level 5: Strategic thinking and management are embedded in the culture of the organization

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The Strategic Management Maturity Model Assessment