4

KD review is undertaken regularly.

Consciousness of the significance of KDs is embedded in the organisation.

Everyone contributes to KD input.

Strategy is well defined and clear to everyone.

Implications of the strategy are well understood.

Everyone is aware of their role in the strategy.

The high-level processes are well defined and function effectively.

Reviews of the processes are carried out regularly.

The structure of the organisation facilitates effective operations.

People at all levels and across all functions/disciplines are engaged.

People take personal initiatives to make things happen.

The organisation reviews its activities.

3

KD review is undertaken in an ad– hoc fashion.

The senior management understands the importance of KDs and responds to them.

Key people contribute to KD input.

Strategy is defined and clear to the senior management.

Implications of the strategy are applied by key managers.

All managers are aware of their role in the strategy.

The high-level processes are well in place.

Reviews of the processes are carried out as required.

The structure of the organisation is considered adequate.

People at the top level across all functions/disciplines are engaged.

Managers take personal initiatives to make things happen.

The organisation reviews its activities when required.

2

KD review undertaken occasionally.

Top management understands the significance of KDs.

Managers contribute to KD input.

Strategy is only clear to the senior management.

Implications of the strategy are not understood.

Senior managers are aware of their role in the strategy.

The processes need reviewing.

Reviews of the processes are carried out as required.

The structure of the organisation is considered adequate.

Certain people are engaged and involved.

Managers take action to make things happen when asked.

The organisation reviews its activities on an ad hoc basis.

1

KD review is not understood or part of the organisational culture.

The senior management DON’T understand the importance of KDs.

Changes in the external environment surprise the organisation.

Strategy is ill-defined and UNCLEAR.  

Key managers make unilateral decisions that cause confusion.

The high-level processes are NOT in place

Processes conflict and there are inefficiencies.

The structure of the organisation is inappropriate for what it does.

People across the organisation are DISENGAGED.

Few people take initiatives to make things happen.

The organisation reviews its activities only when required to.