Please call me to discuss a preliminary lifecycle analysis

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For a preliminary Lifecycle Assessment please select all of the following statements that best describe your organization:

New products are often launched prematurely.

Most people in our organization are generally satisfied with how things are.

Line managers feel that their authority doesn’t match their responsibility.

Many people feel that they have too many projects and assignments to handle.

There is conflict in our senior management team around our goals and strategies.

It’s not clear who is responsible for what.

It’s hard to find time for meetings.

We have an “if it ain’t broken, don’t fix it” culture.

Our founder often changes decisions made by others.

It’s hard to generate enthusiasm and excitement for new ideas – “if I see it I’ll believe it “ seems to be the attitude of many.

We experience consistent organic growth.

“Staff” seems to be calling the shots on most important decisions.

Although our financial goals are a stretch -- we usually meet them.

You often hear people say -- “because it’s our policy”.

A lot of importance is attached to how you dress and whether or not you “fit in”.

We are able to develop and launch a steady stream of new products and services in a structured and systematic way.

We are frequently short of cash.

Too many decisions seem to be driven by “politics”.

We often get involved with “new ventures” that don’t seem to be part of our business.

Although we are profitable we are losing customers in our core markets.

We never seem to do anything the same way twice.

We don’t have clear budgets or reporting to keep costs under control.

Slow decision making

A lot of people think our customers are a problem.

A lot of energy goes into politics and turf wars.

We seem to have a revolving door in some senior management positions.

Our organization is very cliquish – you are either an “old-timer” or a “newcomer”.

We have our way of doing things – and it’s important to comply.

It’s hard to imagine our company surviving without our Founder/CEO.

Although we have a lot of projects it’s not clear which of them are a priority.

Customers have to figure out ways around our system when they want something from us.

Our core revenues are declining.

Many of the “corrective actions” we take to improve our financial results are self defeating in the long run.

We seem to be in denial about the real problems in our business – most of our solutions are superficial.

We’re having difficulty managing our growth

Our company does not have a clear focus.

It sometimes seems as if we pay more attention to office decor than to customers.

We often operate without a budget.

It takes too long to bring out new products

Titles and offices have taken on exaggerated importance

Without acquisitions we could not grow the business

Unclear priorities because everything is a priority

Form rules function

Revenues in core markets are declining