Is it clear how our shared values complement the skills and competencies of our people (for example, technical, business, people and leadership) that we need to succeed?

Do we have the right skills and competencies to develop and deliver strategy?

Does our structure get the most out of our skills and competencies?

Do the skills and competencies of our organisation complement those of our interdependent organisations?

Are our systems and processes complementary to the skills and talents of our people? For example, has increased automation left some business processes with over-qualified people? Or do our systems and processes inadequately plug gaps in our skills and competencies?

Do our people have the right skills and competencies for the way we do things?

Are there conflicts between how we do our work and our organisation’s culture?

Do our people have the right mix of skills and competencies to optimise our organisation’s capabilities?

Are we long on some skills and competencies or short on others?

The skills element refers to the skills needed to deliver the strategy. Having the right skills to deliver the strategy is vital, and skills gaps can pose a risk to the achievement of objectives.

Are the intrinsic talents of our people enhanced by our shared values?

Are there instances, anywhere in the organisation, where the talents required for success are in conflict with our shared values? (For example, if deal closure is a valued talent in the sales force, does this conflict with a shared value of customer-centricity?)

Do we have the right people in the right numbers in the right places to deliver our strategy effectively and efficiently? (For example, is our salesforce representative of the communities within which it is expected to succeed?)

Is our talent structured to achieve maximum efficiency and effectiveness?

Do we have the right diversity of talent in all the right places across our organisation?

Are there talent shortages in any parts of our organisation?

Is the organisation structured in a way that empowers our employees?

Do we have the right balance between talent and systems and processes? (For example, do our systems and processes stifle or encourage innovation?)

Given the way we do things, do we have the right diversity of talent?

Are there instances where leadership style clashes with the kind of people who work here?

Is our style/culture conducive to innovation?

Does our culture instil confidence in our employees?

The staff element comprises the intrinsic talents of the organisation’s people, the number of employees and the diversity needed in each area to optimise the organisation’s capabilities and capacity.

Do leaders across the organisation exhibit our shared values in their day-to-day behaviours and leadership styles?

Is the day-to-day conduct of colleagues compatible with our shared values? (For example, do customer-facing colleagues behave in a way that is consistent with the value of customer-centricity?)

Does our strategy describe the style of working environment we aspire to?

Is the culture in our organisation conducive to the efficient and effective execution of our strategy?

Does our structure support the way we need to work to get things done? (For example, do we have siloes that hinder collegiate approaches or shared accountability?)

Is our culture conducive to an open and friendly environment?

Does our structure facilitate collaboration?

Do the systems and processes here support the way we work? (For example, are systems and processes overly prescriptive, making them likely to stifle creativity?)

Style (or culture) represents ‘the way things are done around here’. In particular, it is reflective of the ways in which leaders conduct themselves around the organisation. The leadership’s style will influence how the rest of the organisation’s people behave.

Are our systems and processes designed to facilitate our ability to live our core values? (For example, do we have customer systems and processes that facilitate customer-centricity or planning systems and processes that facilitate collaboration with colleagues?)

Are our systems and processes focused on the delivery of strategic objectives?

How well do our systems and processes support our structure and accountability for results?

Systems are the activities, processes and procedures that people engage in to do their work. They also include software systems, which are increasingly automating activities, processes and procedures.

Are our teams organised to help their members live our shared values for the benefit of our key stakeholders? (For example, are they delivering high standards of customer service and effective collaboration with colleagues?)

Is our structure aligned to our strategic objectives?

This is the hierarchy of control exercised through delegated responsibility. The structure should be as simple as possible to help people understand who is accountable for what results.

How do our shared values deliver for key stakeholders such as customers, suppliers and colleagues?

Does our strategy explain how our shared values support our purpose?

Organisations need to compete in volatile, uncertain, complex, and ambiguous environments. Strategy needs to respond to this agilely and organisations need to constantly adapt strategies to succeed.

Shared values encapsulate the organisation’s purpose or societal mandate. The organisation’s purpose tends to remain a fundamental constant over time, which shapes the organisation’s values.