GSBI BounceBack Self-Assessment 

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Welcome to the Bounce-back Self-Assessment


The BounceBack Self-Assessment is intended to be a interrogative tool to help you think through:

1.) The robustness of your enterprise

2.) The impact of the crisis on your enterprises core capabilities 

3.) The impact of the crisis on your customers and market. 

Working with a mentor to review your responses  increases the value and accuracy of the assessment and provides guidance on how to repair and upgrade areas to support recovery and growth. However the self-assessment can also serve as a valuable tool for you and your leadership team to complete and discuss together.


In either case, the tool should be used as dynamic guide for conversation and further inquiry rather than an static judgement of you and your enterprise.

To get started, you need to determine current condition and desired recovery and growth goal for your enterprise based on your current "robustness"


We broadly segment enterprises into three categories 


Damaged--need to fix many problems, quickly recover operational strengths to pre-crisis levels, and prepare for sustained growth.


Diminished need to fix one or two major problems that were created during the crisis and rebuild operational strengths to rebound and quickly grow.


Intact--have survived relatively unharmed; the leadership and business models will be ready to shift to scaling mode. 


First, determine the current robustness  of the enterprise by completing the following assessment.


Then define the recovery and growth goals– the desired BounceBack condition for the enterprise





GSBI Bounceback Application 

This Self-Assessment  is designed to be useful in a standalone form. However working with mentors may be able to help you dig deeper into some of the issues that arise. 

If you are interested in working with mentors through the GSBI Bounceback Program, this self-assessment can serve as your application to the upcoming GSBI Bounceback Program. 

If you would like to apply, please indicate your interest below. 

Current Enterprise Robustness




Current Enterprise Robustness Results

Is your enterprise damaged, diminished, or intact?

Damaged--need to fix many problems, quickly recover operational strengths to pre-crisis levels, and prepare for sustained growth.

Scoring summary of 3 to 5 for revenue, funding, staffing


Diminished– need to fix one or two major problems that were created during the crisis and rebuild operational strengths to rebound and quickly grow.

Scoring summary of 6 or 7 for revenue, funding, staffing


Intact--have survived relatively unharmed; the leadership and business models will be ready to shift to scaling mode. Scoring summary of 8 or 9 for revenue, funding, staffing



Assess Capabilities

Recovery and growth require a solid, working business model. In this capabilities assessment you will determine what parts of the business model need to be fixed, upgraded, or prioritized before undertaking recovery and  growth.

  • Leadership: What is your ability to lead the transition and operate in the new conditions?
  • Value: Is the value delivered a clear winner? Does it have a distinctive advantage over alternatives?
  • Business Model: Is the business model sound and mature? Have you achieved breakeven? Do you have economies of scale?
  • Metrics: What do you measure to support decision making?
  • Sales: Can you acquire customers quickly and sell at a cost that’s lower than the revenue generated?
  • Talent: Are the processes and capabilities in place for continuing talent acquisition and retention?
  • Organization:  Is the organization stable and effective?
  • Leadership: Is leadership strong in both strategy and execution?
  • Collaboration:  Are you the Partner of Choice with outside organizations?
  • Mission and Impact: Are you working on things that matter?

The following pages contain questions to spark discussion and score your assessment.


Reminder--the scores are a just a quick way to codify the discussions and observations. But the scores are worthless without the notes from the discussion of  your capabilities

Work with your mentor  or team to understand and characterize the various aspects of your current situation.







Business model economies


Metrics


Supply Chain



Technology

Describe the role that technology plays in your enterprise including communication, collaboration, training,  program management, financial management, and execution. 



Sales

Sales growth and cost management are key pieces of recovery and growth success.
Sales need to increase over time and cost of sales need to decrease over time and approach breakeven point (cost/sale < profit/sale).
 





Organization

Your organization needs to be resilient and efficient.

How are you currently organized? 

Did you change the organization in response to the crisis? Did you use new models? Can they be used going forward? 

Are you right-sized  and organized for the current operations?
 


Talent 
The process of hiring, firing, and retaining talent needs to be mastered.

You need to develop and standardize the processes and savvy to find, acquire, motivate, and retain the right talent.

In addition, you need to be good at firing when things don’t work out


Collaboration

Working with suppliers, vendors, and partners are important skills.

Building capabilities to work and collaborate with outside organizations is vital.

Post-crisis recovery and growth will likely require different supply chains and partnerships in the new territories and markets, but the  collaboration skills  developed to date are transferable.


Mission and Impact

None of those elements matter if you don’t have a compelling mission that has measurable and valuable impact 

The mission should strongly align with one or more of the UN Sustainable Development Goals (SDG).  Have you measured the impact and received outside validation of it’s importance? Both are important




Capabilities Assessment: Self Reflection

The following scored are the average of your responses to the following capabilities assessments 


Damaged(mostly 1s) enterprises will need to characterize all the elements carefully, prioritize problem areas, and identify and engage the GSBI resources for improvement.

Diminished (mostly 2s and 3s) enterprises will focus on exploring known challenges,  identifying hidden problems, and and select the GSBI resources required for improvement.

Intact (nearly all 3s) enterprises will assess all elements to determine readiness for scaling, identify key areas for improvement, and select the GSBI resources required for  improvement.

For any areas that need improvement, please refer to the GSBI Resource Library for resources that might be helpful. https://millercenterscu.force.com/community/s/learning-catalogs














Market Mapping 

Delineate the new market characteristics you will address, the value customers need, and  what you will deliver

The following pages contain questions to check your fit and selection criteria of a new or changed market. 

Reminder--the summary scores are a just a quick way to codify the discussions and observations. The scores are worthless without the notes from the discussion of  your capabilities

Work with your mentor or team to understand, characterize, and capture the various aspects of your market.

You must define the characteristics of the new market conditions.


  • Customers: Are the customers the same? What segments are most attractive now? 
  • Job to be done: Have their needs changed? Are you solving the same problem as before? 
  • Partners: Do you have a partner in the market to significantly increase the probability of success?
  • Speed of implementation: Have you identified potential factors that could slow or impede recovery and growth?
  • Selection: Why did you select this market?

Market: Customers

Prior experience with the type of customer in the new market significantly improves fit.

  • Are the customers in the post-crisis market the same basic type as you served previously? What segments are most attractive now? 

  • Have you analyzed and identified the market and targeted customers or are you using a best guess ?  

  • How confident are you about the analysis? Do you have firsthand knowledge or experience in the market?


Market: Selection

Make sure you have selected the most attractive target market segments.
  • Several  things to consider in prioritizing your target market.

  • Where is the money? What markets are the most attractive? Fundable? What markets will deliver the greatest impact? Which segments provide the fastest time to revenue? Which have the best margins?

  • Be aware that most customers  have become more cost-conscious.



Market: Job to be done

Is the job to be done the same? 

  • Are you solving the same problem in the new market? Do you need to pivot to a new offering? 

  • What do post-crisis customers value now? Have consumer attitudes toward physical distance, health, and privacy changed the acceptance of your offering? 

  • Does your offering look the same? Are there differences imposed by regulations, the supply chain, or other external factors.

  • How confident are you about the job to be done analysis? 


Market: Partner

Having a partner in the new market is essential.
  • You need a trusted partner or partners in new or changed markets.

  • Partners bring valuable insights and capabilities that fill in gaps and help you understand the realities of delivering preferred value.


Market: Speed

Speed of implementation is a major concern when operating in a new or changed market.

  • Slow execution burns through funding, wastes time, and frustrates teams.

  • You need to design remedies for factors that could slow or impede scaling before you start– like your supply chain.

  • There are always uncertainties in launches– they must be addressed during initial execution.


Market Mapping: Self Reflection

The Capabilities Assessment and Market Mapping generated important insights into your readiness to ramp up your business.


Capture and record your answers and the supporting information for all the questions in the following spreadsheets. The description of each element will be part of the plans and actions going forward. 

Review the Capabilities Assessment  summary and describe your enterprise’s current positioning for recovery and growth.






GSBI BounceBack Application Supplemental 

Thanks for expressing interest in the GSBI BounceBack Program. Please provide a bit more information so that we can use your self assessment as an application for the mentored program.