Malimaja Blueprint Accelerator

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COMPLETE BLUEPRINT ACCELERATOR SURVEY BEFORE AUGUST 31 FOR A CHANCE TO WIN $500 AND A FREE BUSINESS PLANNING SESSION

This 3-minute survey AND FREE REPORT could be the MOST meaningful in your business growth journey. Whether you are just starting and looking to transform, the Blueprint Accelerator will give you insight to help you think different about your business.

“Yes, I’m Ready to Grow My Business”

Raffle Rules: You must complete the survey and enter your email address at the end to be entered into the raffle. Two business owners will be randomly selected and notified by email by September 1, 2020. Duplicate entries will be disqualified.
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Name (Optional)
First Name
Last Name
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Which of the following best describes your type of company / organization?* This field is required.
Private, for-profit company, business or individual
Non-profit, tax-exempt or charitable
Social benefit corporation
Government (local or state)
Some other type of business
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How many employees work in your company / organization?* This field is required.
1 - 4
5 - 9
10 - 19
20 - 49
50 - 99
100 - 249
250 - 499
500 - 999
1000 or more
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For this next set of questions, please think about your company/organization as it stands today and rate the extent to which you agree or disagree with each statement.

(Scores range 1 = strongly disagree to 5 = strongly agree)
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I am clear about the customer problem(s) that our product, services or other solutions address, and why the problem(s) matter to our customers.* This field is required.
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Strongly disagree
Strongly agree
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I am confident that we understand the external trends (e.g. industry, social, competitive, financial, technology) that most impact what we offer our customers.* This field is required.
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4
5
Strongly disagree
Strongly agree
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Our strategy is designed to maximize our distinct competencies and the capability areas where we excel.* This field is required.
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5
Strongly disagree
Strongly agree
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We regularly monitor the existing and emerging needs of our customers.* This field is required.
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5
Strongly disagree
Strongly agree
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We have clearly defined metrics in place to measure customer response to our products and services (customer outcomes).* This field is required.
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5
Strongly disagree
Strongly agree
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We have clearly defined metrics that are used to regularly evaluate our business performance against strategic goals (business outcomes).* This field is required.
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5
Strongly disagree
Strongly agree
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We have the right talent and skills required to meet the evolving needs of our business and customers.* This field is required.
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4
5
Strongly disagree
Strongly agree
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Our culture is an asset that contributes to our success.* This field is required.
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5
Strongly disagree
Strongly agree
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I am confident in our ability to grow.* This field is required.
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4
5
Strongly disagree
Strongly agree
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We are clear about why we exist.* This field is required.
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2
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4
5
Strongly disagree
Strongly agree
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Please list the top 2-3 trends that have the potential to BENEFIT your company or organization.
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Please list the top 2-3 trends that have the potential to DISRUPT your company or organization.
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Which of the following best describes your sentiment?
When it comes to planning and strategy, my company/organization has it under control.
My company/organization is considering a strategic plan, but we don’t know where to begin.
We have no time for strategic planning.
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Below are 4 statements. Review each and then rate from 1-5 how well each statement describes your company/organization. For example, a rating of 1 means that statement is “least like” your company/organization and a rating of 5 means the statement is “most like” your company/organization.
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Our core strength is delivering cost-efficient solutions* This field is required.
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2
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4
5
Least like
Most like
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Our core strength is experimentation and innovation* This field is required.
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2
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4
5
Least like
Most like
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Our core strength is collaboration* This field is required.
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2
3
4
5
Least like
Most like
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Our core strength is delivering superior customer experience* This field is required.
1
2
3
4
5
Least like
Most like
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How likely are you to consider an outside consultant to support your planning?* This field is required.
1
2
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4
5
Not at all likely
Extremely likely
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Which of the following industries most closely match your organization?
Agriculture
Automotive
Computers & Electronic
Consumer Goods
Education
Financial Services
Gaming
Government
Healthcare
Hospitality
Life Sciences / Biotech / Pharma
Manufacturing
Marketing and Advertising
Media & Entertainment
Mining
Non-Profit Organization
Oil & Gas
Other
Power & Utilities
Professional Services
Real Estate & Construction
Retail
Social Services
Software & Internet
Telecommunications
Transportation & Logistics
Travel
Wholesale & Distribution
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Please provide the postal code where your organization operates.* This field is required.
Street Address
Street Address Line 2
City
State / Province
Postal / Zip Code
Please Select
Please Select
Afghanistan
Albania
Algeria
American Samoa
Andorra
Angola
Anguilla
Antigua and Barbuda
Argentina
Armenia
Aruba
Australia
Austria
Azerbaijan
The Bahamas
Bahrain
Bangladesh
Barbados
Belarus
Belgium
Belize
Benin
Bermuda
Bhutan
Bolivia
Bosnia and Herzegovina
Botswana
Brazil
Brunei
Bulgaria
Burkina Faso
Burundi
Cambodia
Cameroon
Canada
Cape Verde
Cayman Islands
Central African Republic
Chad
Chile
China
Christmas Island
Cocos (Keeling) Islands
Colombia
Comoros
Congo
Cook Islands
Costa Rica
Cote d'Ivoire
Croatia
Cuba
Curaçao
Cyprus
Czech Republic
Democratic Republic of the Congo
Denmark
Djibouti
Dominica
Dominican Republic
Ecuador
Egypt
El Salvador
Equatorial Guinea
Eritrea
Estonia
Ethiopia
Falkland Islands
Faroe Islands
Fiji
Finland
France
French Polynesia
Gabon
The Gambia
Georgia
Germany
Ghana
Gibraltar
Greece
Greenland
Grenada
Guadeloupe
Guam
Guatemala
Guernsey
Guinea
Guinea-Bissau
Guyana
Haiti
Honduras
Hong Kong
Hungary
Iceland
India
Indonesia
Iran
Iraq
Ireland
Israel
Italy
Jamaica
Japan
Jersey
Jordan
Kazakhstan
Kenya
Kiribati
North Korea
South Korea
Kosovo
Kuwait
Kyrgyzstan
Laos
Latvia
Lebanon
Lesotho
Liberia
Libya
Liechtenstein
Lithuania
Luxembourg
Macau
Macedonia
Madagascar
Malawi
Malaysia
Maldives
Mali
Malta
Marshall Islands
Martinique
Mauritania
Mauritius
Mayotte
Mexico
Micronesia
Moldova
Monaco
Mongolia
Montenegro
Montserrat
Morocco
Mozambique
Myanmar
Nagorno-Karabakh
Namibia
Nauru
Nepal
Netherlands
Netherlands Antilles
New Caledonia
New Zealand
Nicaragua
Niger
Nigeria
Niue
Norfolk Island
Turkish Republic of Northern Cyprus
Northern Mariana
Norway
Oman
Pakistan
Palau
Palestine
Panama
Papua New Guinea
Paraguay
Peru
Philippines
Pitcairn Islands
Poland
Portugal
Puerto Rico
Qatar
Republic of the Congo
Romania
Russia
Rwanda
Saint Barthelemy
Saint Helena
Saint Kitts and Nevis
Saint Lucia
Saint Martin
Saint Pierre and Miquelon
Saint Vincent and the Grenadines
Samoa
San Marino
Sao Tome and Principe
Saudi Arabia
Senegal
Serbia
Seychelles
Sierra Leone
Singapore
Slovakia
Slovenia
Solomon Islands
Somalia
Somaliland
South Africa
South Ossetia
South Sudan
Spain
Sri Lanka
Sudan
Suriname
Svalbard
eSwatini
Sweden
Switzerland
Syria
Taiwan
Tajikistan
Tanzania
Thailand
Timor-Leste
Togo
Tokelau
Tonga
Transnistria Pridnestrovie
Trinidad and Tobago
Tristan da Cunha
Tunisia
Turkey
Turkmenistan
Turks and Caicos Islands
Tuvalu
Uganda
Ukraine
United Arab Emirates
United Kingdom
United States
Uruguay
Uzbekistan
Vanuatu
Vatican City
Venezuela
Vietnam
British Virgin Islands
Isle of Man
US Virgin Islands
Wallis and Futuna
Western Sahara
Yemen
Zambia
Zimbabwe
Other
Country
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How old is your company / organization?* This field is required.years
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example@example.com
Confirm Email
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s_strategy
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s_customer_intimacy
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s_sensing
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s_resources_team
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s_culture
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s_impact
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s_value_maturity
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st1_description
At this stage, ad-hoc needs drive strategy and processes. Often considered a firefighting stage, the primary focus of organizations at this stage of maturity lays in adjusting to meet the ad hoc needs of customers or reacting to market conditions. Organizations at this stage tend to focus on task completion. The risk is that they tasks may not be serving the customer the right way. Given the ad-hoc nature of this phase, there is limited to no value created for the organization or the customer. 

The recommendation at this stage is to take a step back and revisit your strategy. Are you neglecting to understand the needs of your customer or are you neglecting to keep your organization aware of trends in the broader market that impact your efforts.
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st1_pct
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st2_description
At this stage, organizations have established baseline understanding of the needs they serve and have shifted from firefighting to demonstrating results. Organizations at this stage are likely focused on a limited set of activities designed to create awareness and wins. The primary focus of organizations at this stage of maturity lays in finding the right mix of activities to address the need they’ve identified. At this stage, needs may not be fully understood or addressed. As a result, the organization may create some success, but the value to customers may not be fully realized – either because of a lack of standardization or because enough is not known about the nature of the need. 

The recommendation at this stage is to get input from customers and begin to understand what aspects of your organization can be formalized to address customer needs.
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st2_pct
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st3_description
At this stage, organizations recognize the important customer needs and are looking for ways to formalize their organization and processes to support the need. It is here that organizations move into coordination mode, widening scope based on customer needs. Here, organizations must be careful to continue to examine the broader market so they can adapt as needed and broaden impact. 

Key questions to ask at this stage center on improving efficiency of how the organization operates, avoiding being too task focused and formalizing activities. It is at this stage where real value begins to emerge for the customer. This is because organizations at this stage understand the needs that drive engagement. 

Very few organizations make it beyond this stage, so it is important to build on success but to focus on continuing to develop. Are there best practices that need to be integrated into standard ways you do business? Are there skills you want to develop across employees? How will progress be expanded and sustained?
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st3_pct
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st4_description
At this stage, congratulations are in order. You avoided the difficulty that 80% of organizations have – moving from offering a product or service, to tailoring your offering to meet specific needs. At this stage, there is a true focus on value creation. You are an organization that aligned internal processes with a business strategy to direct resources in the places where they will enhance your offering. Two-way communication between organization and customer exists. 

Organizations at this stage are likely to have invested in systems, processes and capabilities that enable them to operate with more ease. This is in large part to having a solid insights-based strategy. 

Consider the following as you aim to build on your success: Are there opportunities to integrate more agile processes into the organization? Are there ways to ensure your organization maintains a constant pulse on the changing external environment? What aspects of the culture can be adjusted to enhance performance?
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st4_pct
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st5_description
At this stage, there are many descriptors that can be used to describe your organization, but ordinary is not one! Organizations at this stage have managed to not only listen, but learn from customer feedback and have integrated this feedback with broader market trends. Organizations here have recognized their unique approach to meet the need and have established a differentiated strategy that creates holistic value – that is value for the organization, the customer and potentially broader. Organizations at this stage involve teams in a way that brings their unique value to life in a manner that is original.

Organizations here know that true value doesn’t sit still and usually leverage technology to implement systems and processes to continuously optimize service or product delivery. Your only risk is myopia - be sure to not lose sight of the intersection between your organization, the broader environment and shifting customer needs. Build this focus into your strategic planning. Continue to bring in advisors who challenge your thinking and bring innovative new ideas. You likely don’t need a reminder, but great job!
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st5_pct
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f_stage
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f_description
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f_pct
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value_img
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e_sensing_description
Organizations that have sensing identified as a top external opportunity might begin to explore ways in which leaders can challenge existing organizational assumptions. Organizations with this opportunity are likely to have fallen into the mindset that their service or product offering is insulated from external changes. Nothing could be farther from the truth. Even within mature organizations, external shifts impact needs, focus and expectations.
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e_sensing_rec
• Understand context first.
 ◦ How are needs changing and what is behind the change?
 ◦ Identify the top trends putting you under pressure. 
 ▪ Where are they stemming from? 
 ▪ What do the trends suggest about things that may be changing for your organization? 
 ◦ Identify the top trends that you can use to help you grow or expand. 
 ▪ What role do they play and how can you use them to your benefit?
 ◦ What emerging trends have the potential to blindside you, even if they seem to not relate to you
 today?

• Information gathering is key.
 ◦ Identify the sources of information relevant for your organization.
 ▪ Sources can include public data, expert interviews or specially commissioned research.
 ◦ Differentiate and categorize sources.
 ◦ Create a systematic process to analyze and share the learning.

• Order and synthesize data to group associated findings.
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e_customer_intimacy
Organizations that have customer intimacy identified as a top external opportunity require an immediate pause. It may be tempting to believe the organization understands customer need and therefore jump to solutions. The purpose of developing customer intimacy is to create empathy with the customer which helps you embrace their perspective. Organizations with this opportunity are at risk of losing connection (if it has ever been established) with the customer and their true problems.
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e_customer_intimacy_rec
• Start by writing down the problem you believe you solve for your customers.

• Examine different pieces of the problem.
 ◦ Who is involved?
 ◦ What contributes to the problem?
 ◦ Why does the problem exist?

• Test your assumptions, regularly. 
 ◦ Ask customers for feedback.
 ◦ Observe how they behave.
 ◦ Develop a holistic view of the magnitude of the problem (causes, consequences, scale).

• Refine the problem. 
 ◦ Specify who, when and how often the problem occurs.
 ◦ Co-develop problem statements and solutions with customer input.

• Establish regular feedback mechanisms.
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e_strategy
Organizations that have strategy as a top external opportunity may be challenged to understand how to integrate their organizational focus with customer and external trends. That is, how what the organization does uniquely solves the problems experienced by customers. 

Organizations with this identified opportunity might evaluate what activities they do well and which of those, that they do well, will drive the most value for their organizations and, by default, their customers.
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e_strategy_rec
• Assess whether you have identified the right problem.

• Determine whether existing approaches to their problem need adjusting. 
 ◦ Experiment with new solutions.
 ◦ Test small changes to determine impact.

• Expand your perspective. 
 ◦ Create multiple hypotheses to test.
 ◦ Map all issues related to strategy and determine those that are relevant to the problem and
 eliminate those that are not.

 • Generate new ideas to solve the problem and test.
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s_external
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f_external
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f_external_rec
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f_external_opportunity
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i_culture
Culture refers to the social order within an organization and is often seen as an informal acknowledgement of "how things are done or how things get done". When approached with deliberation and intent, culture can be an incredible source for value creation. 

Organizations that have culture as a top internal opportunity may be experiencing overt symptoms like limited inertia (just not feeling like getting things done) or less overt symptoms such as inability to adapt to changes required to grow or sustain positive momentum. Often, however, organizations have become anchored in their roots or history that it impedes their ability to deliver what matters today. In this case, it is important to revisit internal narratives and re-establish the core “why” for the organization. 

Because culture reflects values, beliefs and norms established over time, and generally accepted by the organization, the risk is that cultural barriers may go unnoticed. Organizations with this identified opportunity might be well served to ask "what is our identity?" And then, "how can our identity be used to enhance the value we bring to our customers?"
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i_culture_rec
• Begin by having open dialogue about the importance of culture in your organization. Is it something you 
 manage or has it taken shape with limited thought to how it fits within the context of how you show up
 to customers?

• Review the written and unwritten values of the organization, as well as the norms that define the core
 parts of your culture. What trends do you see?

• Evaluate how those values and norms contribute or impede your organization’s goals or how work gets
 done. Determine which elements of your culture drives individuals to reach common goals. Be honest
 about the potentially deleterious behaviours that may be preventing you from getting there.

• Examine closely each part of the culture that uniquely defines your organization. Determine if there are
 opportunities to make those parts more repeatable and enduring. Use this exercise to define culture with
 clear, observable behaviours and then ensure you stick to them.

Contact us to learn more about our tools to get help you create a sustainable culture that creates value to you and your customers.
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i_resources_team
The right people, capabilities and systems are critical to performance and impact the value an organization creates. Organizations with this opportunity might consider looking at their current people, resources and capabilities to understand if they a) have the right mix and b) have configured the combination of these areas in a way that best delivers value to their customer. 

Use the following definitions to guide your thinking:
 • Capabilities are activities you do.
 • Resources are assets you have (e.g. patents, IP, technology).
 • People bring the proficiency needed to accomplish your strategy. 

As an opportunity, the key is to better understand (coordinate) what special value your people, resources and capabilities offer customers that cannot be duplicated by another organization. By optimizing these "unmatched" areas you will be able to differentiate yourself among customers as well as identify new areas to cultivate.
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i_resources_team_rec
• Identify your areas of distinctiveness:
 ◦ What do we do better than alternatives?
 ◦ What specific assets to we have that distinguish us from alternatives?
 ◦ How are alternatives organized and how are we different?

• Understand why your areas of distinction matter to your customers.
 ◦ Define your capabilities in the context of customer needs.
 ◦ Determine where you have specialization and determine how people, resources and capabilities
 align to better deliver you value there.

• Determine where you will focus your team and resources and then create well-defined ways of
 performing the activities that matter most to your customers. 
 ◦ Examine whether there is a new to experiment with a new way of organizing teams or work.
 ◦ Leverage systems to automate processes.
 ◦ Develop training programs to drive consistency of purpose and outcome.
 ◦ Develop procedures that promote information flow and exchange.
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i_impact
Once a strategy is set, there are financial investments that cannot be easily transformed or retracted. Therefore, your ability to understand how well those investments (money, people, capabilities) have performed in generating expected value for your organization and customer.

Impact as an opportunity area suggests it may be time to revisit how your measure performance to ensure the right managerial decisions have been made and that these decisions deliver on what matters most for customers. Because value is based on an organization’s ability to be creative, impact measurements should also reflect this creativity. A mix of quantitative and qualitative measures should be designed to give you a view of performance today, but measurement should not be limited to what you know or how you operate now. Instead, consider leveraging metrics that help you see what is going on now, but also how needs are changing and why.
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i_impact_rec
• Consider building an impact plan that examines tactical and adaptive performance.
 ◦ Tactical: look at measures from your strategic plan to determine performance against goals.
 Typical questions would be:
 ▪ How did we perform against plan?
 ▪ Did we meet growth expectations?

 ◦ Adaptive: examine how the outside world is coming into your organization.
 Typical questions would be:
 ▪ What needs do we satisfy now?
 ▪ What needs should we satisfy and how?
 ▪ What advantages do we have or need to create?

• Identify industry benchmarks and compare your performance
 ◦ Identify new data sources.
 ◦ Focus on forward-looking (leading indicators) metrics vs. YOY comparisons (lagging indicators).
 ◦ Measure what you aren’t doing and compare/decide next actions.

• Diversify metrics
 ◦ Consider building an index comprised of multiple metrics.
 ◦ Involve a cross-functional team in development and measurement (e.g. customer satisfaction index
 comprised of measures across multiple touchpoints).
 ◦ Change metrics when needed, don’t be wed to a measure than no longer serves the business well.
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s_internal
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f_internal
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f_internal_rec
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f_internal_opportunity
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s_intimacy_text
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s_sensing_text
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s_impact_text
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s_culture_text
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s_resources_text
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s_strategy_text
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