Self-Assessment: Organizational Management Maturity

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Transparency & control

How long does it take you to create a reliable and up-to-date overview of your organization (number of employees, structures, affiliations)?*

Just a few minutes, our data will be synced and up to date

A few hours, we'll need to combine data from multiple sources

It will take several days, and several people will need to be involved

More than a week, and our views are constantly out of date

Transparency & control

If your management asks you tomorrow about the total costs of a department or management level, how long will it take you to answer?*

Within a few hours we'll have an up-to-date and reliable overview

A few days—we need to consult several sources

Since we lack precise data, we have to extrapolate

We cannot answer this question precisely

Steering & Performance

Do you know the ratio of managers to employees in each of your departments and can you identify which departments are over- or understaffed?*

Yes, we have a clear overview of the management per department

We have the data, but no consolidated overview by business division

This is not a figure that we calculate today

Steering & Performance

Are your key performance indicators (e. g. gender parity, payroll, vacancies, full-time equivalents, ratio of managers to non-managers) directly visible in your organizational overview?*

Yes, you can display them in real time by team

We have the data, but it is not linked to the structure of our organization

These key figures are managed independently of our view on the organizational structure

Steering & Performance

When a manager asks a question about the organizational structure, where do you look for the answer?*

In our tools that decision-makers can access directly

In internally revised HRIS exports

This is reconstructed by hand, often via the managers

Anticipation & transformation

Can you quantify the expected business benefits (profit and loss target, efficiency gains, savings) before restructuring?*

Yes, we set detailed and measurable profit and loss targets

General business objectives are defined without precise figures

We only focus on qualitative objectives

The objectives are implicit or arise in the course of the project

Anticipation & transformation

How do you model scenarios when preparing for a reorganization, an acquisition, or a carve-out?*

We have a special tool that we use to compare different scenarios in terms of their impact on the KPIs

We work with Excel and PowerPoint

We make our decisions on the basis of experience and exchanges with the teams concerned

Anticipation & transformation

Do you have a clear overview of the critical positions in your company and the intended successors?*

Yes, we have formal and regularly updated succession plans

We have done this to some extent, but are not systematically updating it

We have only done this for a few positions

So far there is no formal succession plan

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Do you have visibility into your organization or are you flying blind?

Transparency & control

Transparency & control

Steering & Performance

Steering & Performance

Steering & Performance

Anticipation & transformation

Anticipation & transformation

Anticipation & transformation

Get access to your complete diagnosis

Do you have visibility into your organization
or are you flying blind?