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Slide 1: DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM Strategy2Action CRS3© Assessment Questionnaire About CRS3© In our experience with different ownership and Strategy cultural models of organizations spanning from multinational to aboriginal; from hi tech to no tech; from mammoth to tiny; from BoD to proprietorships; from the for and not so for profit; we discovered that performance was the driving word for everyone. While the Performance Delight perception of the word internal & differs, further research external leads us to believe that customers there is almost universal unanimity on these key dimensions of performance which we call CRS3© (pronounced CRS cube). CRS3© is built Consensus Systems on Five Pillars of Building Performance which are the key drivers of performance in any organization and result in delighted customers, shareholders, employees and suppliers. The aim is CRS Cube© – Five Pillars of Performance to increase the VALUE and VOLUME of a business as elaborated below; hence all our consulting and training services fall in these areas; for a DIRECT linkage with performance: CRS Relationship 3© Performance Skills 1. 2. 3. 4. 5. ‘Performance’ primary pillar is ‘Strategy’ the shrouded and closely guarded secret ‘Consensus’ to ensure apples are apples to everyone– teamwork, character, values and motivation Now the business must build or fine-tune its ‘Processes’ the way things get done Unlock the performance key of ‘Skills’ so the organization knows what it is supposed to know Critical dimension of ‘Relationships’ be they internal with employees, or external with customers, or partners Consulting Team Our core consulting team comprises Syed Muhammad Imran Owais Kazmi Creative, innovative and yet precise; Imran’s approach to consulting and training is one of OWNERSHIP. He thinks feels and acts as if it is his investment and career on the stake at the client’s end. Hence the client gets SUCCESS in whatever form or manner they desire. Imran has professional working experience with multinationals like British-American Tobacco, Motorola, BASF/Knoll, Nokia distributors in various functions like business leadership, marketing and sales, customer care, training and development, Organization Development, IT and distribution. Imran loves jazz and playing child with children. To assist himself, Imran uses a combination of partners, distance consultants based globally and ex colleagues to deliver his targets and deadlines on time.
Slide 2: DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM Strategy2Action Performance Assessment Questionnaire (CRS3 ©) Every client deserves a unique solution. Based on this concept, we believe the FIRST step for us is to understand WHERE you stand today, next we compare that with where you want to BE so we can measure and fill the gap. With every passing day, fiercely competitive markets around us see yet another competitor or redefined conventional competitor providing a better product, service or a business solution that is either inexpensive, value added or a brand new concept. Which leads us to the question: Is today’s business management model prepared for the challenges of the future to retain and acquire market share in accordance with our potential, plans and capacity? We know your top management team truly recognizes these challenges and hence would be interested in knowing more about our 21st century vision… “We don’t run businesses; just make them run faster.” …by assisting our clients to remove performance bottlenecks through our research based CRS3© model; elaborated on the attached page. This model has immense potential for bringing about measurable productivity and performance enhancement. Please answer the following questions openly (ideally involve top management and senior personnel from HR as well); once you are done, you can fax back this form to us or discuss in person, thereafter we will meet you to give you our assessment; free of cost, via a presentation in the 3 areas where you fall according to this model namely Green (doing fine), Orange (Bumps ahead) and Red (Fix ASAP) so that you know what are the EXACT bottlenecks to your performance; which you can choose to resolve. Please use a separate paper for remarks. Your Name Designation Company Phone/email Question (please tick yes or no, if partly sure rate between 1 and 10 where 1 is lowest/closer to “No” and 10 is highest/closer to “Yes”) Strategy We have a vision statement We have a corporate strategy We have planned our business to yield maximum cash flow Everyone in the company has a basic and clear idea of the corporate strategy Our strategy is building long term value for the company We have planned our business cycle for growth phases We follow our vision statement Our strategy is appreciated by our customers We have planned our business for maximum investments We have not planned our business Yes No Rating Systems We have clearly defined procedures of work We have little or no duplication or repetition in our system We are encouraged to suggest improvement in our procedures and systems We believe in following the system We believe in delivering results sometimes bypassing the system within defined exceptions or with approvals We follow the procedures defined for our work Our suggestions to change the system are acknowledged Our management is open to diversions to deliver results in case they do not Yes No Rating
Slide 3: DUBAI, UNITED ARAB EMIRATES UAE +971 55 8094119 UK +44 750 9184690 WWW.CRSCUBE.COM Strategy2Action cause regulatory or long term damage Our suggestions to change the system are implemented We use IT to the fullest We use wireless technology to the fullest Skills We know our strengths and weaknesses We acquire trainee feedback after the workshop We know our team's strengths and weaknesses We periodically assess our and team's strengths and weaknesses We believe training is a continuous cycle of on and off the job activities We periodically build on strengths and cover weaknesses through training programs whether internal or external We study trainee performance on the job to see knowledge, skills or attitudes application Yes No Rating Relationships Our relationships are based on immediate financial gains Staff are not the responsibility of HR alone in our company Customers are not the responsibility of marketing and sales alone in our company We care for people We are sensitive to other people's needs Our relationships are based on long term value Yes No Rating Consensus Building On an average more than 30% of our time is spent on meetings We encourage formalized feedback We have systems for collecting feedback We communicate openly We communicate honestly We care for each other beyond our professional lives We encourage healthy arguments and constructive criticism We discourage ridicule and insulting behavior We share ideas before implementing We are an open minded team to new ideas and suggestions We analyze and act on employee feedback We have more than 2 formal in-house meetings a day Yes No Rating Please complete this questionnaire and email back to: Syed Muhammad Imran O Kazmi on info@crscube.com