PATENT ABSTRACT
A high performance capability assessment model helps a consumer goods and services business meet the challenges of the global marketplace. As a result, the consumer goods and services business can achieve the clarity, consistency, and well-defined execution of core processes that reduce inefficiencies and waste that result from unnecessary process complexity and exceptions. In addition, the high performance capability assessment model helps the consumer goods and services business to identify specific areas in which improvements may be made and understand how to make the improvements, and establishes levels of capability along the way to reaching an ultimate capability goal.

PATENT DESCRIPTION
BACKGROUND OF THE INVENTION 
     1. Technical Field 
     This disclosure concerns a system and method to identify the performance of an organization on a scale of mastery across representative capabilities of the organization&#39;s industry. In particular, this disclosure relates to an efficient and cost effective way to assess the performance level of key capability areas within the processes of a consumer goods and services organization. 
     2. Background Information 
     Modern consumer goods and services organizations operate in an increasingly challenging environment. To survive, consumer goods and services organizations must adapt to this environment and execute in a clear, consistent, and efficient manner. Furthermore, the competitive nature, low profit margins, and foreign competitive challenges of consumer goods and services businesses greatly increase the complexity and difficulty of surviving on a day-to-day basis. 
     Despite the need for a consumer goods and services organization to meet the challenges of the global marketplace, it is still often the case that the business lacks clarity, consistency, and well-defined execution of its core processes. These shortcomings severely constrain the business, and lead directly to inefficiencies and waste due to unnecessary complexity, process exceptions, and customer dissatisfaction. At the same time, it can be very difficult to identify specific processes to which improvements may be made, either because the business itself does not have the expertise to identify the processes or because the complexities of the business frustrate attempts to clearly delineate the processes to be improved. 
     Even if the consumer goods and services business, on its own, could identify one of the many processes that it needs to improve, the business would not necessarily know how to improve the process or be able to identify a concrete and measurable improvement goal. Another difficulty exists in determining whether there are any intermediate goals that should be reached along the way. As consumer goods and services businesses struggle to meet the demands of the modern economic landscape, they fail to identify opportunities for maximizing sales and margin improvement, category expansion, multi-channel execution, customer satisfaction improvement, and to reach other important goals. 
     Therefore, a need exists for an efficient and effective system and method to assess the performance level of key assessment areas within the processes of an organization. 
     SUMMARY 
     A high performance capability assessment (HPCA) model helps consumer goods and services businesses meet the challenges of the global marketplace by defining a scale of performance mastery along which the current practices of the business may be located. The HPCA model accelerates the discovery of process and performance gaps within business operations. In addition, the HPCA model also helps the business to identify specific areas in which improvements may be made, how to make the improvements, and how to establish performance measures during the course of attempting to achieve an ultimate goal. As a result, the business can achieve the clarity, consistency, and well-defined execution of core processes that maximize the operating budget for optimum outcomes. 
     The HPCA model includes a key factor dimension and a performance mastery scale dimension. The performance mastery scale dimension defines multiple mastery levels. The performance mastery levels form a scale of increasing organizational performance. The scale includes a ‘Basic’ mastery level, a ‘Competitive’ mastery level, and a ‘Market Leading’ mastery level. Each performance mastery level includes criteria specific to a corresponding key assessment area. Each key assessment area identifies some aspect of a capability of a business. 
     A business capability can be defined as a bundle of closely integrated skills, knowledge, technologies, and cumulative learning that is exercised through a set of processes and that collectively represents an organization&#39;s ability to create value by producing outcomes and results. Capability area does not represent a delineation of organizational responsibilities as the business outcomes of a capability may be the result of a number of cross-functional teams. Capabilities of a business may be grouped into platforms. For example, the HPCA model groups the capabilities of the consumer goods and services industry into six high-level platforms, including a strategy and governance platform, a demand generation platform, a demand synchronization platform, a demand fulfillment platform, an enterprise operations platform, and an insight and decision making platform. Examples of capabilities within the strategy and governance platform, for example, include corporate mission (and values and governance), corporate objectives, corporate strategy, portfolio planning, integrated strategic planning, sales and operations planning, operating model and organization planning, and merger and acquisition planning. Platforms may include sub-platforms, as well as capabilities. 
     The key factor dimension establishes a set of key assessment areas in which to analyze the capabilities of a business. Key assessment areas include performance capability criteria. Performance capability criteria populate the performance capability assessment model. The performance capability criteria may be specific to any one of many different business capabilities. For example, the demand synchronization platform includes performance capability criteria for integrated demand and supply planning, product lifecycle management, portfolio optimization, and route to market key assessment areas at each of the capability levels along the performance capability scale dimension. Any number of performance capability assessment models and performance capability criteria may be defined and stored in a capability detail pool for subsequent retrieval and application to a business under examination. Accordingly, the HPCA model provides a flexible and adaptive scale of performance capability against which business practices may be compared to ascertain where the capabilities of a business under examination fall along the scale. 
     Other systems, methods, features, and advantages will be, or will become, apparent to one with skill in the art upon examination of the following figures and detailed description. All such additional systems, methods, features, and advantages are included within this description, are within the scope of the invention, and are protected by the following claims. 
    
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
       The consumer goods and services industry high performance capability assessment model and system may be better understood with reference to the following drawings and description. The elements in the figures are not necessarily to scale, emphasis instead being placed upon illustrating the principles of the capability assessment techniques. In the figures, like-referenced numerals designate corresponding parts throughout the different views. 
         FIG. 1  shows a high performance capability assessment model with a performance scale of mastery and performance criteria shown for different capabilities. 
         FIG. 2  shows a high performance capability assessment model with strategy and governance capabilities shown. 
         FIG. 3  shows a high performance capability assessment model with demand generation capabilities shown. 
         FIG. 4  shows a high performance capability assessment model with demand synchronization capabilities shown. 
         FIG. 5  shows a high performance capability assessment model with demand fulfillment capabilities shown. 
         FIG. 6  shows a high performance capability assessment model with enterprise operations capabilities shown. 
         FIG. 7  shows a high performance capability assessment model with insight and decision making capabilities shown. 
         FIG. 8  shows a capability detail pool providing a multidimensional consumer goods and services industry performance reference set where multiple key assessment performance reference tables are collected and stored. 
         FIG. 9  shows a capability assessment system. 
         FIG. 10  shows a flow diagram for establishing high-performance capability assessment models. 
         FIG. 11  shows a flow diagram for retrieving and applying high performance capability assessment models. 
         FIG. 12  shows a flow diagram for analyzing representative practice data to determine a consumer goods and services industry and a consumer goods and services key assessment area to which the representative practice data applies. 
     
    
    
     DETAILED DESCRIPTION OF THE PREFERRED EMBODIMENTS 
       FIG. 1  shows a high performance capability assessment (HPCA) model  100 . The HPCA model  100  specifies six high-level platforms, including a strategy and governance platform  102 , a demand generation platform  104 , a demand synchronization platform  106 , a demand fulfillment platform  108 , an enterprise operations platform  110 , and an insight and decision making platform  112 . The HPCA model  100  is not limited to the form shown in  FIG. 1 . Instead, the HPCA model  100  may be adapted and modified to fill a wide variety of analysis roles. Additional, different, or fewer platforms may be used in other implementations, with each platform defining additional, different, or fewer capabilities. Each platform includes one or more multiple &lt;platform name&gt; capabilities  130 . 
     The HPCA model  100  establishes a multidimensional consumer goods and services industry performance reference set that includes multiple key assessment performance levels  138 , further described below in reference Tables 1-3. The performance levels  138  establish a scale of increasing effectiveness in delivery of each capability. The key assessment performance reference tables include a ‘Basic’  140  delivery level, a ‘Competitive’  142  delivery level and a ‘Market Leading’  144  delivery level. The performance levels establish a scale of mastery  146  along which current business practices may be located and identified with respect to any platform and capability within a platform according to an analysis of performance capability criteria (PCC). The capability under evaluation may be assigned the performance level  138  based on a delivery effectiveness position  158  along the scale of mastery  146 . 
     The ‘Basic’ delivery level  140  specifies ‘Basic’ performance assessment criteria, the ‘Competitive’ delivery level  142  specifies ‘Competitive’ performance assessment criteria, and the ‘Market Leading’ delivery level  144  specifies ‘Market Leading’ performance assessment criteria. The HPCA model  100  receives input data that specifies a consumer goods and services business platform (e.g., a consumer goods and services industry area) and a consumer goods and services industry key assessment area for analysis. The HPCA model  100  searches the multidimensional consumer goods and services industry performance reference set for a matching key assessment performance reference table that matches the consumer goods and services industry platform and corresponding industry capability within the platform and the consumer goods and services industry key assessment area, and retrieves the matching key assessment performance reference table. The HPCA model  100  initiates analysis of the matching key assessment performance reference table to obtain a resultant performance assessment level for the consumer goods and services industry key assessment area. 
     Tables 1-3 below provide an explanation of each of the capability levels  140 ,  142 , and  144 . 
     
       
         
               
             
               
               
             
           
               
                 TABLE 1 
               
               
                   
               
               
                 ‘Basic’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a basic level is indicative of a high  
               
               
                   
                 level, unclear, undisciplined, or unsophisticated ability to  
               
               
                   
                 execute the capability in a consistent, traceable, and re- 
               
               
                   
                 peatable manner. For non-core, low priority, new, or early  
               
               
                   
                 adoption of certain process capabilities, a basic level may  
               
               
                   
                 be acceptable to the organization or the organization may  
               
               
                   
                 not have the resources to expand beyond the basic capability  
               
               
                   
                 level. A basic level of mastery often indicates that an or- 
               
               
                   
                 ganization is lagging behind its competitors in its ability to  
               
               
                   
                 execute the capability. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 2 
               
               
                   
               
               
                 ‘Competitive’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a competitive level is indicative of a  
               
               
                   
                 conservative ability to execute the capability in a fairly con- 
               
               
                   
                 sistent, traceable, and repeatable manner with proven tech- 
               
               
                   
                 niques, tools and commonly accepted practices that are  
               
               
                   
                 readily available and maintained. This capability mastery  
               
               
                   
                 is either a strategic decision by the organization to be a fol- 
               
               
                   
                 lower or “good enough”operator in many respects or is an  
               
               
                   
                 interim step that organizations aspire to move beyond and  
               
               
                   
                 achieve a market leading mastery of the given capability.  
               
               
                   
                 A competitive level of mastery often indicates that an or- 
               
               
                   
                 ganization is performing consistently with its competitors  
               
               
                   
                 in its ability to execute a capability. 
               
               
                   
               
             
          
         
       
     
     
       
         
               
             
               
               
             
           
               
                 TABLE 3 
               
               
                   
               
               
                 ‘Market Leading’ Delivery Level 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 Description: 
                 Capability mastery at a market leading level is indicative  
               
               
                   
                 of a highly detailed, clear, and often iterative and sophis- 
               
               
                   
                 ticated ability to execute the capability. The market lead- 
               
               
                   
                 ing practice is the recognized and referenced benchmark  
               
               
                   
                 of continuous improvement and high performance for a  
               
               
                   
                 given process capability. The leading process capability  
               
               
                   
                 has been optimized for efficiency and effectiveness, is  
               
               
                   
                 well understood, traceable, and consistently executed to  
               
               
                   
                 the point of being competitively differentiated or at the  
               
               
                   
                 top level of peer-to-peer comparison. 
               
               
                   
               
             
          
         
       
     
     For  FIGS. 2-7 , the capability under evaluation may be assigned a level of mastery  138  based on the business&#39; position along the scale of mastery  146  (e.g., the ‘basic,’ ‘competitive,’ or ‘market leading’ delivery level). Performance criteria corresponding to the basic  140 , competitive  142  and market leading  144  performance levels populate the HPCA model  100 . The performance criteria capture characteristics, and/or other features of the delivery of a capability at a particular performance level. Examples below illustrate performance criteria that provide analysis and benchmarking for consumer goods and services organizations. The HPCA model  100  performance criteria provide a tool for determining where a platform and capability under examination falls along the scale of mastery  146 . 
     For example, business consultants and business process engineers may interview a business or receive data about the business to determine, measure, or otherwise ascertain the characteristics, criteria, and other features of a particular capability implemented within the business. The consultants and engineers may compare the characteristics of the business to the performance criteria in the HPCA model  100  and arrive at an assessment level  138  for the capability under examination. In doing so, for example, the consultants and engineers may identify where the capability under examination falls in terms of the performance level for each key assessment area of a capability and determine an overall position on the scale of mastery  146  for the capability under examination. Performance criteria may populate the HPCA model  100  in whole or in part. Multiple high performance capability assessments may be collected and stored with the performance criteria for future retrieval and possible modification in a capability detail pool, discussed below. 
       FIG. 2  shows the strategy and governance platform  102  divided into respective capability areas  202 . The strategy and governance platform  102  includes a corporate mission, values and governance capability  220 , a corporate objectives capability  222 , a corporate strategy capability  224 , a portfolio planning capability  226 , an integrated strategic planning capability  228 , a sales and operations planning capability  230 , an operating model and organization planning capability  232 , and a merger and acquisition planning capability  234 . 
       FIG. 3  shows the demand generation platform  104  divided into respective capability areas  302 . The demand generation platform  104  includes a category, brand, and consumer strategy capability  320 , a channel, customer, and shopper strategy capability  322 , an integrated marketing strategy capability  324 , a consumer marketing operations and execution capability  326 , a trade marketing operations and execution capability  328 , and a sales operations and execution capability  330 . 
       FIG. 4  shows the demand synchronization platform  106  divided into respective capability areas  402 . The demand synchronization platform  106  includes an integrated demand and supply planning capability  420 , a product lifecycle management capability  422 , a portfolio optimization capability  424 , and a route to market capability  426 . 
       FIG. 5  shows the demand fulfillment platform  108  divided into respective capability areas  502 . The demand fulfillment platform  108  includes a supply chain strategy and execution capability  520 , a sourcing and procurement strategy and execution capability  522 , a manufacturing strategy and execution capability  524 , a logistics and fulfillment strategy and execution capability  526 , and an order and service management capability  528 . 
       FIG. 6  shows the enterprise operations platform  110  divided into respective capability areas  602 . The enterprise operations platform  110  includes a transactional process management for OtC, PtP, RtR, and HtR capability  620 , a master data management capability  622 , a corporate operations management capability  624 , a facilities and real estate management capability  626 , and an information systems and technology management capability  628 . 
       FIG. 7  shows the insight and decision making platform  112  divided into respective capability areas  702 . The insight and decision making platform  112  includes an insights and analytics capability  720 , and a performance measurement capability  722 . 
     The tables provided in the appendix listing immediately following the abstract, which form part of this disclosure, provide an explanation of the capabilities and corresponding key assessment areas and performance criteria for each capability within the respective platforms. Each capability may include one or more key assessment areas. Each key assessment area may include one or more additional key assessment areas. In other words, a business capability may include sub-capabilities, and therefore, key assessment areas corresponding to the multiple sub-capabilities. The tables in the appendix show specific criteria used to analyze each capability. 
       FIG. 8  shows a multidimensional consumer goods and services industry performance reference set  800  (“reference set  800 ”) that provides a capability detail pool from which the system described below may obtain benchmarking tables for a consumer goods and services business. The reference set  800  includes multiple key assessment performance reference tables (“reference tables”), two of which are labeled  802  and  804 . Each reference table may provide the benchmarking criteria for a specific capability, such as those noted above with respect to  FIGS. 2-7 . 
     One dimension of each table may establish the ‘Basic’ performance level  140  specifying ‘Basic’ performance assessment criteria, the ‘Competitive’ performance level  142  specifying ‘Competitive’ performance assessment criteria, and the ‘Market Leading’ performance level  144  specifying ‘Market Leading’ performance assessment criteria. Another dimension of each table may specify one or more key assessment areas (KAAs), several of which are labeled  806 ,  808 , and  810 . As noted above, performance criteria, e.g., the PCC  812 , populates each key assessment performance reference table to provide benchmark criteria for ‘Basic’, ‘Competitive’, and ‘Market Leading’ characteristics. 
     The reference set  800  represents the HPCA model  100 . Consistent with the HPCA model  100 , the reference set  800  may organize multiple reference tables into a hierarchical structure defining discrete changes in granularity. In one implementation, the hierarchical structure includes reference tables, sub-platforms, platforms, and models.  FIG. 8  labels three sub-platforms  814 ,  816 , and  818 . The reference set  800  may further organize the platforms into sub-platforms, two of which are labeled  820  and  822 . Platforms aggregate into the HPCA model  100  and corresponding reference set  800 . Additional, different, or fewer levels of granularity may be defined in the HPCA model  100 . 
     The reference set  800  may dynamically populate the reference tables with the most up-to-date performance criteria, for example upon retrieval and presentation by a business analysis consultant. The performance criteria may be retrieved from a performance capability criteria database or other information source. 
       FIG. 8  also shows an example of a database implementation  824  of a portion of a reference table. In particular, the database implementation  824  includes records (e.g., the records  826 ,  828 ,  830 ) that establish each PCC  812 . In the example shown, each record includes a PCC field  832 , a category specifier field  834 , and a KAA specifier field  836 . Other fields may be provided, such as a reference table assignment field or reference set assignment field. The records categorize each PCC into a specific category (e.g., Basic), into a specific KAA, and, optionally, into a specific reference table in a specific reference set for any particular HPCA model. 
       FIG. 9  shows a high-performance capability assessment system (“system”)  900 . The system  900  includes a processor  902  and a memory  904 . Several databases support the operation of the system  900 , including a performance capability database  906 , a performance measured database  908 , a capability detail pool database  910 , and an assessment results database  926 . The system  900  may include a local display  912  and input/output interfaces  917  (e.g., including a keyboard, mouse, microphone, speakers, or other device), and, through the communication interface  914  and networks  916 , may communicate with remote devices  918  and remote displays  920 . The networks  916  may be any combination of external networks (e.g., the Internet) and internal networks (e.g., corporate LANs). The displays  912  and  920  may, for example, present performance capability assessment models  922  that the system  900  retrieves from the capability detail pool database  910  for review, modification, and application by process engineers or other individuals. With regard to local access or access by the remote devices  918 , the system  900  may include a login processing program  924  to authenticate and/or authorize access to the system  900 . To that end, the login processing program  924  may include username/password verification, private/public key encryption, or other validation and data protection capabilities. 
     In one implementation, the performance capability database  906  stores performance criteria. As will be described in more detail below, the system  900  may populate performance capability assessment models with performance capability criteria suited to any particular platform (e.g., strategy and governance platform  102 , demand generation platform  104 , demand synchronization platform  106 , etc.) and business capability at one or more capability levels across one or more key assessment areas. The performance measured database  908  may store the determined, measured, or otherwise ascertained characteristics, criteria, and other measured data of a particular key assessment area as representative practice data  948 . The representative practice data  948  may be obtained through interviews with business consultants and industrial engineers, through online questionnaires, through manual or automated analysis of business data (e.g., year end operating reports), or in other manners. 
     The capability detail pool database  910  stores the capability detail pool  800 , which includes pre-defined performance capability assessment models  922 . The assessment results database  926  stores determined capability levels for specific capabilities that have been analyzed. 
     The system  900  facilitates the review, modification, creation, and application of performance capability assessment models. In that role, performance capability assessment model manipulation logic (“manipulation logic”)  946  within the system  900  creates, retrieves, and stores capability assessment data  928  in the memory  904 . The manipulation logic  946  may establish capability assessment data  928  in the memory  904 , including a capability assessment data structure  930  with multiple capability levels (“CL”)  932  organized along a scale of mastery dimension, multiple key assessment areas (“KAA”)  934  organized along a key factor dimension, and performance criteria (“PCC”)  936  that populates the performance capability assessment model  930 . The manipulation logic  946  may vary widely in implementation, and, as one example, may include data storage logic  952  that saves data in memory and user interface logic that accepts capability level specifications, key assessment area specifications and performance capability criteria inputs to create new performance capability assessment models, modify existing performance capability assessment models, delete performance capability assessment models, or retrieve performance capability assessment models for review. 
     In one implementation, the manipulation logic  946  establishes the capability assessment data structure  930  to include a multidimensional consumer goods and services industry performance reference set that includes multiple key assessment performance reference tables in which the key assessment performance reference tables include a ‘Basic’ capability performance level, a ‘Competitive’ capability performance level, and a ‘Market Leading’ capability performance level. 
     The capability assessment data  928  may also include a capability position specifier  938 . The capability position specifier  938  may record the capability level along the scale of mastery  146 , as determined for any particular capability. Thus, the system  900  may store the performance level in the assessment results database  926  or elsewhere for future retrieval and review. 
     In one implementation, the data population logic  940  may be a data population program executed by the processor  902  that populates template performance capability assessment models. For example, the data population logic  940  may include input logic  950  that accepts input specifying a capability of interest that indicates a particular performance capability assessment model. The data population logic  940  may include query logic  945  that executes database queries and prompts a user for input to obtain the corresponding performance capability criteria for the capability of interest. 
     In another implementation, for example, the query logic  945  may receive an input specifying a consumer goods and services industry area and a consumer goods and services industry key assessment area with the consumer goods and services industry area for analysis. The query logic  945  searches the multidimensional consumer goods and services industry performance reference set for a matching key assessment performance reference table that matches the consumer goods and services industry area and the consumer goods and services industry key assessment area, and retrieves the matching key assessment performance reference table. 
     The data population logic  940  may further include storage logic that adds the retrieved performance capability criteria to the template performance capability assessment model. The data population logic  940  produces populated performance capability assessment structures  942  that may be stored in the capability detail pool database  910 . 
     In addition to the analysis process described above, the system  900  may provide an automated analysis of representative practice data  948  that identifies relevant performance capability criteria and determines the position on the scale of mastery  146  of each key assessment area corresponding to the performance capability criteria for the representative practice data  948 . As one example, the system  900  may implement capability assessment logic  944  that includes comparison and/or matching logic that analyzes the representative practice data  948  with respect to performance capability criteria to locate key assessment areas for which the system  900  can determine capability levels to obtain a resultant performance level for each key assessment area. 
     Furthermore, the capability assessment logic  944  may determine an overall position on the scale of mastery  146  as the capability position specifier  938 , for a capability under examination given the knowledge of where the key assessment areas corresponding to the capability under examination fall in each capability level. Thus, for example, the capability assessment logic  944  may determine an overall capability level for a capability corresponding to the capability level for the majority of the key assessment areas, or it may apply a weighted analysis technique to give more emphasis to some key assessment areas than others in determining the overall position on the scale of mastery  146  for a capability. As another example, the capability assessment logic  944  may implement an expert system (e.g., based on a neural network trained on prior determinations) that analyzes the determined characteristics with respect to the performance capability criteria and ascertains where the capability under examination falls along the scale of mastery  146  for each of the key assessment areas, or overall on the scale of mastery. 
       FIG. 10  shows a flow diagram  1000  for creating performance capability assessment models. The performance capability assessment model creator (e.g., the manipulation logic  946 ) establishes a key factor dimension for the performance capability assessment model ( 1002 ). The performance capability assessment model creator also establishes a capability scale dimension for the performance capability assessment model ( 1004 ). The capability scale dimension may define a scale of increasing organizational capability. For example, the structure creator may create the ‘Basic’ level  140 , the ‘Competitive’ level  142 , and the ‘Market Leading’ level  144 . The performance capability assessment model creator also populates the performance capability assessment model with capability performance criteria ( 1006 ). A capability detail pool  800  may be formed to hold multiple tailored key assessment performance reference tables ( 1008 ). The performance capability assessment model creator may store the populated assessment structure in the capability detail pool for subsequent retrieval and analysis ( 1010 ). 
       FIG. 11  shows a flow diagram  1100  for retrieving and applying performance capability assessment models. A selection of a capability to be analyzed is obtained ( 1102 ). In one implementation, the system  900  receives input data that specifies a consumer goods and services industry area and a consumer goods and services industry key assessment area for analysis. For example, the system  900  may accept input from a business consultant that specifies a capability for analysis. The system  900  may query the capability detail pool  800  for a corresponding performance capability assessment model ( 1104 ). The corresponding performance capability assessment model may be pre-defined in the capability detail pool  800 , or the data population logic  940  (or other actor) may populate a performance capability assessment model template that the system  900  newly creates, or that the system  900  retrieves from a data store, such as the capability detail pool database  910 . 
     In another example, the system  900  searches the multidimensional consumer goods and services industry performance reference set in the capability detail pool  800  for a matching key assessment performance reference table based on the input data that specifies a consumer goods and services industry platform and a consumer goods and services industry key assessment area. The system  900  retrieves the matching key assessment performance reference table and initiates analysis of the matching key assessment performance reference table to obtain a resultant performance level for the consumer goods and services industry key assessment area. 
     The system  900  obtains representative practice data  948  for the capability under examination in the specific business under review ( 1106 ). For example, a business consultant may interview the business to determine how the business currently executes the capability under review. As another example, a representative from the business may complete a questionnaire, submit business data for analysis and parameter extraction, or otherwise provide the characteristics of their current capability execution. As a further example, the system  900  may retrieve the representative practice data  948  from a database of previously obtained representative practice data. 
     The system  900  compares the representative practice data  948  to the performance criteria in the performance capability assessment model ( 1108 ). For example, a business consultant may use his or her expertise to arrive at a determination of level for the business and the capability under examination ( 1110 ). Alternatively or additionally, the capability assessment logic  944  may perform an automated analysis of the assessment results data in the assessment results database  926  and ascertain the performance level on the scale of mastery  146 . The system  900  may store the assessment results, including the determined performance level, for future reference in the assessment results database  926  or other location ( 1112 ). 
       FIG. 12  shows a flow diagram  1200  for analyzing representative practice data  948  to determine a consumer goods and services industry and a consumer goods and services key assessment area to which the representative practice data applies. The system  900  receives representative practice data  948  as input data ( 1202 ). The system  900  may receive the representative practice data  948  from a database query performed by the query logic  945  that the query logic executes periodically, when instructed by an operator, and/or automatically against any number of available database sources that store representative practice data  948 . The capability assessment logic  944  analyzes the representative practice data  948  to identify performance capability criteria in the capability detail pool  800  that the capability assessment logic  944  determines relevant to the representative practice data  948  ( 1204 ). For example, the capability assessment logic  944  may compare and/or match the content of the representative practice data  948  with the performance capability criteria using natural language processing (NLP), text string and/or substring matching, by comparing tags linked to the representative practice data  948  and that specify that any portion of the representative practice data  948  is applicable to a specific PCC, by querying for a manual classification of the representative practice data  948  to a PCC, or other matching technique. The capability assessment logic  944  may score and/or weight a performance capability criteria and compare the score and/or weight to a user specified relevance threshold to rank the relevance of the performance capability criteria to the representative practice data  948  ( 1206 ). The user may specify particular terms and/or phrases to search and match between the performance capability criteria and the representative practice data  948 , in order to score the performance capability criteria. 
     The capability assessment logic  944  may determine, based on the number of performance capability criteria that meet or exceed the relevance threshold, that the capability assessment logic  944  has identified a sufficient number of performance capability criteria for a specific key assessment area in order to determine a performance level for the capability as a whole or any key assessment area within the capability ( 1208 ). As one example, where at least 51% of the performance capability criteria for a particular key assessment area meet or exceed the relevance threshold, the capability assessment logic  944  applies the performance capability criteria to the representative practice data  948 . In another example, the performance capability criteria for a particular key assessment area may be ranked in importance and/or designated as mandatory in order to assess the key assessment area. In the event the capability assessment logic  944  identifies the mandatory performance capability criteria for a key assessment area, the capability assessment logic  944  applies the performance capability criteria to the representative practice data  948 . 
     The capability assessment logic  944  may apply the performance capability criteria meeting or exceeding the relevance threshold to the representative practice data  948  to determine whether any particular PCC is met. Accordingly, as the capability assessment logic  944  analyzes the PCC, the system  900  tracks the best fit of the representative practice data  948  to the PCCs in the key assessment performance reference tables. In other words, the system  900  determines how the representative practice data  948  meets (or does not meet) each PCC, thereby gaining insight into whether the representative practice data  948  is indicative of Basic, Competitive, or Market Leading practices. 
     The system  900  may also gauge the position on the scale of mastery  146  of each key assessment area corresponding to the performance capability criteria ( 1210 ). The capability assessment logic  944  may further determine an overall position on the scale of mastery  146  for a capability ( 1212 ). The capability assessment logic  944  may establish that a desired number and/or designated mandatory performance capability criteria for the key assessment areas have been identified as relevant to a capability and sufficient to determine the position on the scale of mastery  146  for the capability. For example, the capability assessment logic  944  may determine an overall performance level for the capability based on the performance level determined for the majority of the key assessment areas. The capability assessment logic  944  may apply a weighted analysis technique to give more emphasis to some key assessment areas than others in determining the overall position on the scale of mastery  146  for the capability. Although selected aspects, features, or components of the implementations are depicted as being stored in computer-readable memories (e.g., as computer-executable instructions or performance capability assessment models), all or part of the systems and structures may be stored on, distributed across, or read from other computer-readable media. The computer-readable media may include, for example, secondary storage devices such as hard disks, floppy disks, and CD-ROMs; a signal, such as a signal received from a network or received at an antenna; or other forms of memory, including ROM or RAM, either currently known or later developed. 
     Various implementations of the system  900  may include additional or different components. A processor may be implemented as a microprocessor, a microcontroller, a DSP, an application specific integrated circuit (ASIC), discrete logic, or a combination of other types of circuits or logic. Similarly, memories may be DRAM, SRAM, Flash or any other type of memory. The processing capability of the system may be distributed among multiple system components, such as among multiple processors and memories, optionally including multiple distributed processing systems. Parameters, databases, and other data structures may be separately stored and managed, may be incorporated into a single memory or database, may be logically and physically organized in many different ways, and may be implemented in many ways, including data structures such as linked lists, hash tables, or implicit storage mechanisms. Programs may be combined or split among multiple programs, or distributed across several memories and processors. 
     The HPCA  100  model provides unexpectedly good results for a performance capability assessment model, particularly in the consumer goods and services industry. In particular, the combinations of key assessment areas and particular assessment criteria of the HPCA model, including the criteria noted in the Appendix of Tables, provide significant advantages over other assessment models. The unexpectedly good results include clearly identifying and delineating from among multiple related complex processes the specific processes to improve, how to improve said process, and identifying concrete and measurable improvement goals. 
     While various embodiments of the invention have been described, it will be apparent to those of ordinary skill in the art that many more embodiments and implementations are possible within the scope of the invention. Accordingly, the invention is not to be restricted except in light of the attached claims and their equivalents. 
     APPENDIX OF TABLES 
     
       
         
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
               
             
               
               
               
               
             
           
               
                   
               
               
                   
                 Basic 
                 Competitive 
                 Market Leading 
               
               
                   
               
             
             
               
                   
               
             
          
           
               
                 STRATEGY AND GOVERNANCE 
               
               
                 Capability Area - Strategy and Governance 
               
               
                 Company Mission, Values and Governance 
               
             
          
           
               
                 Process Participation 
                 Little to no executive 
                 The C-level (CIO, CFO, CEO, 
                 The C-level (CIO, CFO, CEO, 
               
               
                 Who participates in the process 
                 participation exists beyond the 
                 etc.)/executive team participates 
                 etc.)/executive team determines 
               
               
                 execution/approval 
                 CEO. 
                 collaboratively in determining 
                 the mission, values and 
               
               
                   
                 The board of directors or equity 
                 the mission, values and 
                 governance with managed input 
               
               
                   
                 partners may set or heavily 
                 governance. 
                 from non-executive influences 
               
               
                   
                 influence the mission, values and  
                 The board of directors or equity 
                 such as employees, customers 
               
               
                   
                 governance of the organization. 
                 partners review and approve if 
                 and suppliers. 
               
               
                   
                   
                 necessary. 
                   
               
               
                 Process Creation 
                 The process of elaborating the 
                 A process for mission and vision  
                 A clear and consistent mission 
               
               
                 How the process gets executed 
                 mission, the values and 
                 setting is followed, but may vary 
                 and vision development process 
               
               
                 Points that serve as 
                 governance principles is not 
                 from year to year and is 
                 is documented and followed for 
               
               
                 differentiators in process 
                 defined or loosely defined. 
                 inconsistently applied or 
                 both annual and long-range 
               
               
                 capability and sophistication 
                 It is largely developed in 
                 executed. 
                 plans. 
               
               
                 across the scale 
                 isolation and dictated to 
                 Defining the values and 
                 Strong values set the standards 
               
               
                   
                 leadership, with inconsistent 
                 governance responsibilities 
                 used to create the process. The 
               
               
                   
                 communication to the 
                 allows input from top 
                 exercise of sifting and packaging 
               
               
                   
                 organization. 
                 management. 
                 behaviors is the method used. 
               
               
                   
                   
                   
                 The mission and vision 
               
               
                   
                   
                   
                 statements are reviewed against 
               
               
                   
                   
                   
                 corporate goals, business scope 
               
               
                   
                   
                   
                 and plan, operating model, growth  
               
               
                   
                   
                   
                 intent, and major change programs. 
               
               
                 Process Frequency 
                 No iterations, no set timeframe, 
                 Iterations are done during 
                 Long range and annual planning 
               
               
                 Number of times and frequency 
                 but generally an annual 
                 development. 
                 is conducted and a 
               
               
                 at which a process is executed 
                 restatement or reiteration of the 
                 Process is done annually or in 
                 revision/refresh/performance 
               
               
                 Number of iterations required 
                 mission and vision occur here. 
                 defined periods (3 yr increments 
                 schedule is developed as part of 
               
               
                 before process is complete 
                 Goals and objectives are fixed 
                 with annual refreshes). 
                 the planning cycle. 
               
               
                   
                 throughout the year with 
                 Apart from budget and other 
                   
               
               
                   
                 quarterly checkpoints for 
                 financial purposes, goals and 
                   
               
               
                   
                 budgetary and financial purposes,  
                 objectives are revised semi- 
                   
               
               
                   
                 but with no reviewing at this  
                 annually. 
                   
               
               
                   
                 point. 
                   
                   
               
               
                 Process Inputs 
                 Inputs are unclear to the 
                 Process inputs include C-level 
                 Process inputs include 
               
               
                 Data, intentions, objectives, 
                 organization, where often there is 
                 (CIO, CFO, CEO)/executive 
                 everything in the competitive 
               
               
                 materials, information, events, 
                 a general reliance on past 
                 team direct input, historical and 
                 category, including solicited 
               
               
                 outputs from other processes, 
                 performance factors and 
                 forward looking business 
                 input from the organization and 
               
               
                 etc. 
                 historical reports. 
                 performance indicators, and 
                 external parties. 
               
               
                   
                   
                 limited market relevant trend 
                   
               
               
                   
                   
                 inputs. 
                   
               
               
                 Process Outputs 
                 Outputs are often unclear, with 
                 The mission and vision 
                 The mission and vision 
               
               
                 Decisions, status, events, 
                 strategic intent and strategic 
                 statements are produced and 
                 statements are completed, which 
               
               
                 actions, information, materials, 
                 motivators not well defined or 
                 communicated to the 
                 sets the path for strategic targets 
               
               
                 finished product, etc., resulting 
                 communicated. 
                 organization, but often lack 
                 and which determines the 
               
               
                 from the process 
                 Output is generally focused on 
                 specific targets and methods for 
                 methods that are expected to be 
               
               
                   
                 sales lift and cost reduction 
                 strategy achievement. 
                 deployed. 
               
               
                   
                 messages. 
                   
                 These findings are 
               
               
                   
                 The mission and vision are much 
                   
                 communicated to stakeholders. 
               
               
                   
                 like published cases, not linking 
                   
                   
               
               
                   
                 to ambitions or timeframes. 
                   
                   
               
               
                 Process Automation 
                 Little to no automation is used, 
                 The process defines the standard 
                 Automated reports and data 
               
               
                 Level of automation or tools 
                 although presentation software 
                 inputs and formats for setting 
                 analysis tools are used in 
               
               
                 used to shape, enable or execute 
                 such as PowerPoint, Excel 
                 mission and vision, as well as 
                 developing goals and objectives, 
               
               
                 the process 
                 spreadsheets, and email are 
                 the goals and objectives materials. 
                 and alongside syndicated or 
               
               
                   
                 used. 
                 A system is used to generate 
                 subscribed data services for 
               
               
                   
                   
                 reports and conduct data or the 
                 market and industry insights. 
               
               
                   
                   
                 comparative analysis used in 
                 Common templates are used to 
               
               
                   
                   
                 strategy development. 
                 capture and communicate 
               
               
                   
                   
                   
                 strategy inputs and outputs. 
               
               
                 Process Integration 
                 Integration points are generally 
                 The process is integrated into the 
                 This mission and vision 
               
               
                 Level of integration the process 
                 email or meeting driven, 
                 periodic planning calendar, but 
                 development and goals and 
               
               
                 has with other processes, 
                 between CEO and Board of 
                 generally, no automated or other 
                 objectives setting are integrated 
               
               
                 systems, tools or third parties 
                 directors or equity partners. 
                 process integration is intentional 
                 into the long range and annual 
               
               
                   
                   
                 beyond perhaps an annual 
                 planning calendars to coincide 
               
               
                   
                   
                 budgeting cycle. 
                 with fiscal year budgeting, and 
               
               
                   
                   
                   
                 refreshes or updates are done to 
               
               
                   
                   
                   
                 coincide with major shareholder 
               
               
                   
                   
                   
                 meetings or analyst  
               
               
                   
                   
                   
                 communications. 
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Corporate Objectives 
               
             
          
           
               
                 Process Participation 
                 There is little to no executive  
                 There is C-level (CIO, CFO, 
                 The C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 participation beyond the CEO. 
                 CEO)/executive team 
                 executive team determines the 
               
               
                 execution/approval 
                 The board of directors or equity 
                 participation and the strategy is  
                 strategy with managed input 
               
               
                   
                 partners may set or heavily 
                 determined collaboratively. The 
                 from non-executive influences 
               
               
                   
                 influence the strategy. 
                 board of directors or equity 
                 such as employees, customers, 
               
               
                   
                   
                 partners review and approve this 
                 and suppliers. 
               
               
                   
                   
                 if necessary. 
                   
               
               
                 Process Creation 
                 The strategy process is either 
                 A process for strategy 
                 A clear and consistent strategy 
               
               
                 How the process gets executed 
                 undefined or is defined loosely. 
                 development is followed, but 
                 development process is 
               
               
                 Points that serve as 
                 It is largely developed in 
                 may vary from year to year and 
                 documented and followed for 
               
               
                 differentiators in process 
                 isolation and dictated to 
                 is inconsistently applied or 
                 both annual and long-range plans. 
               
               
                 capability and sophistication 
                 leadership, with inconsistent 
                 executed. 
                 The strategic process includes a 
               
               
                 across the scale 
                 communication to the 
                 The annual plan is emphasized 
                 refresh of the corporate goals, 
               
               
                   
                 organization. 
                 and the long-range plan is 
                 business scope and plan, 
               
               
                   
                 The annual plan is emphasized 
                 created every 3 or 5 years. 
                 operating model, growth intent, 
               
               
                   
                 with minimal long range 
                   
                 and major change programs. 
               
               
                   
                 planning detail. 
                   
                   
               
               
                 Process Frequency 
                 There are no iterations, nor a set 
                 Iterations are done during the 
                 Both long range and annual 
               
               
                 Number of times and frequency 
                 timeframe, but there is generally 
                 development phase. 
                 planning are conducted. 
               
               
                 at which a process is executed 
                 an annual restatement or 
                 The process is done annually or in 
                 A revision/refresh/performance 
               
               
                 Number of iterations required 
                 reiteration of the strategy. 
                 defined periods (3 yr increments 
                 schedule is developed as part of 
               
               
                 before process is complete 
                   
                 with annual refreshes). 
                 the planning cycle. 
               
               
                 Process Inputs 
                 Inputs are unclear to the 
                 Process inputs include C-level 
                 Process inputs include the 
               
               
                 Data, intentions, objectives, 
                 organization, where often there 
                 (CIO, CFO, CEO)/executive 
                 Competitive scale of mastery, 
               
               
                 materials, information, events, 
                 is a general reliance on past 
                 team direct input, historical and 
                 plus a solicited input from the 
               
               
                 outputs from other processes, 
                 performance factors and 
                 forward looking business 
                 organization and external 
               
               
                 etc. 
                 historical reports. 
                 performance indicators, and 
                 parties. 
               
               
                   
                   
                 limited market relevant trend 
                   
               
               
                   
                   
                 inputs. 
                   
               
               
                 Process Outputs 
                 Outputs are often unclear, with 
                 A strategy document is produced 
                 A strategy document is 
               
               
                 Decisions, status, events, 
                 strategic intent and strategic 
                 and communicated to the 
                 completed with strategic targets 
               
               
                 actions, information, materials, 
                 motivators not well defined or 
                 organization, but often lacks 
                 and expected methods to be 
               
               
                 finished product, etc., resulting 
                 communicated. 
                 specific targets and methods for 
                 deployed. This information is 
               
               
                 from the process 
                 Output is generally focused on 
                 strategy achievement. 
                 communicated to stakeholders. 
               
               
                   
                 sales lift and cost reduction 
                   
                   
               
               
                   
                 messages 
                   
                   
               
               
                 Process Automation 
                 Little to no automation is used. 
                 The process defines inputs of 
                 Automated reports and data 
               
               
                 Level of automation or tools 
                 Process automation may involve 
                 standards and formats for 
                 analysis tools are used in 
               
               
                 used to shape, enable or execute 
                 presentation software such as 
                 strategy material. 
                 strategy development, along 
               
               
                 the process 
                 PowerPoint, Excel spreadsheets, 
                 The system is used to generate 
                 with syndicated or subscribed 
               
               
                   
                 and email. 
                 reports and conduct data or 
                 data services for market and 
               
               
                   
                   
                 comparative analysis used in 
                 industry insights. 
               
               
                   
                   
                 strategy development. 
                 Common templates are used to 
               
               
                   
                   
                   
                 capture and communicate 
               
               
                   
                   
                   
                 strategy inputs and outputs. 
               
               
                 Process Integration 
                 Integration points are generally 
                 The process is integrated into the  
                 This strategy development is 
               
               
                 Level of integration the process 
                 email or meeting driven, 
                 periodic planning calendar. 
                 integrated into the long range 
               
               
                 has with other processes, 
                 between CEO and board of 
                 Generally no automated or other 
                 and annual planning calendars to 
               
               
                 systems, tools or third parties 
                 directors or equity partners. 
                 process integration is 
                 coincide with fiscal year 
               
               
                   
                   
                 intentional, beyond perhaps an 
                 budgeting. Refreshes or updates 
               
               
                   
                   
                 annual budgeting cycle. 
                 are done to coincide with major 
               
               
                   
                   
                   
                 shareholder meetings or analyst 
               
               
                   
                   
                   
                 communications. 
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Corporate Strategy 
               
             
          
           
               
                 Process Participation 
                 There is little to no executive 
                 There is C-level (CIO, CFO, 
                 The C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 participation beyond the C-suite 
                 CEO)/executive team 
                 executive team determine 
               
               
                 execution/approval 
                 (CIO, CFO, CEO). 
                 participation. Objectives, 
                 objectives, prospect sources of 
               
               
                   
                 The board of directors or equity 
                 sources of businesses and 
                 businesses and capability 
               
               
                   
                 partners may set or heavily 
                 capability development needs 
                 development alternatives with 
               
               
                   
                 influence objectives, sources of 
                 and alternatives are determined 
                 managed input from non- 
               
               
                   
                 businesses, and capability 
                 collaboratively. 
                 executive influences such 
               
               
                   
                 development alternatives. 
                 The board of directors or equity 
                 bankers, consultants, and 
               
               
                   
                   
                 partner review and approve if 
                 suppliers. 
               
               
                   
                   
                 necessary. 
                   
               
               
                 Process Creation 
                 The process of determining 
                 A process for defining 
                 A clear and consistent process of 
               
               
                 How the process gets executed 
                 objectives, identifying sources 
                 objectives, identifying sources 
                 defining objectives, identifying 
               
               
                 Points that serve as 
                 of business, and developing 
                 of business, and developing 
                 sources of business, and 
               
               
                 differentiators in process 
                 capabilities is not defined or is 
                 capabilities is followed, but may 
                 developing capabilities is 
               
               
                 capability and sophistication 
                 loosely defined. The process is 
                 vary from period to period and is 
                 documented and followed for 
               
               
                 across the scale 
                 largely developed in isolation 
                 inconsistently applied or 
                 both annual and long range plans. 
               
               
                   
                 and dictated to leadership, with 
                 executed. 
                 The objectives and opportunities 
               
               
                   
                 inconsistent communication to 
                   
                 are reviewed against corporate 
               
               
                   
                 the organization. 
                   
                 goals and aspirations. 
               
               
                 Process Frequency 
                 No iterations, no set timeframe. 
                 Objectives and sources of 
                 Both long range and annual 
               
               
                 Number of times and frequency 
                 Emerging opportunities are 
                 business are reviewed, 
                 objectives are conducted. 
               
               
                 at which a process is executed 
                 treated in an episodic fashion. 
                 establishing the baseline for 
                 Sources of business are 
               
               
                 Number of iterations required 
                   
                 further investigation. Iterations 
                 examined quarterly, following a 
               
               
                 before process is complete 
                   
                 with corporate goals and 
                 documented and disciplined 
               
               
                   
                   
                 aspirations occur, but not 
                 examination of future 
               
               
                   
                   
                 necessarily changing either of 
                 opportunities. 
               
               
                   
                   
                 them. 
                 Capability development follows 
               
               
                   
                   
                   
                 the same path and iterations are 
               
               
                   
                   
                   
                 done with key function owners. 
               
               
                 Process Inputs 
                 Inputs are unclear to the 
                 Process inputs include C-level 
                 Process inputs include 
               
               
                 Data, intentions, objectives, 
                 organization, where often there 
                 (CIO, CFO, CEO)/executive 
                 everything in the progressive 
               
               
                 materials, information, events, 
                 is a general reliance on 
                 team direct input, historical and 
                 category, including solicited 
               
               
                 outputs from other processes etc 
                 published and unchecked 
                 forward looking business 
                 input from the organization and 
               
               
                   
                 information. 
                 performance indicators, and 
                 external parties. 
               
               
                   
                 Internal information is 
                 limited market relevant trend 
                   
               
               
                   
                 sometimes incomplete. 
                 inputs. 
                   
               
               
                 Process Outputs 
                 Outputs are often unclear or not 
                 Outputs are clear and linked to 
                 Outputs are clear and linked to 
               
               
                 Decisions, status, events, 
                 communicated to the 
                 the company&#39;s goals and 
                 the company&#39;s goals and 
               
               
                 actions, information, materials, 
                 organization. 
                 aspirations. The sources of 
                 aspirations. 
               
               
                 finished product, etc., resulting 
                   
                 business documented but not 
                 The sources of business are 
               
               
                 from the process 
                   
                 thoroughly. 
                 thoroughly and thoughtfully 
               
               
                   
                   
                 The capabilities are not linked to 
                 documented. 
               
               
                   
                   
                 performance enhancement but to 
                 The capabilities are linked to 
               
               
                   
                   
                 ability and knowledge building. 
                 performance enhancement. 
               
               
                 Process Automation 
                 Little to no automation is used. 
                 The process defines standard 
                 The process is documented in 
               
               
                 Level of automation or tools 
                 May involve presentation 
                 inputs and formats for 
                 shared knowledge environments 
               
               
                 used to shape, enable or execute 
                 software such as PowerPoint, 
                 objectives, sources of business, 
                 using custom formats created 
               
               
                 the process 
                 Excel spreadsheets, and email. 
                 capabilities and development 
                 from standard information. 
               
               
                   
                   
                 materials. 
                   
               
               
                 Process Integration 
                 Integration points are generally 
                 The process is integrated into the 
                 The process is integrated into the 
               
               
                 Level of integration the process 
                 email or meeting driven and 
                 periodic planning calendar, but 
                 periodic planning calendar 
               
               
                 has with other processes, 
                 occur between CEO and board 
                 is generally not automated. 
                 intentionally, with supporting 
               
               
                 systems, tools or third parties 
                 of directors or equity partners. 
                   
                 information fed into the 
               
               
                   
                   
                   
                 knowledge base. 
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Portfolio Planning 
               
             
          
           
               
                 Process Participation 
                 CFO and commercial directors 
                 C-Level/Executive team 
                 Business development executive 
               
               
                 Who participates in the process 
                   
                 collaboration facilitated by 
                 team; often consisting of 
               
               
                 execution/approval 
                   
                 business development VP and/or 
                 business development VP, CFO, 
               
               
                   
                   
                 chief financial officer 
                 general counsel, commercial and 
               
               
                   
                   
                   
                 supply chain leadership with 
               
               
                   
                   
                   
                 collaboration across C-Level/ 
               
               
                   
                   
                   
                 Executive team and category leads 
               
               
                 Process Creation 
                 Portfolio strategy is limited in 
                 Portfolio strategy is developed 
                 Portfolio strategy leverages fact 
               
               
                 How the process gets executed 
                 development, focusing mostly 
                 with some level of role 
                 based analytics, defines business 
               
               
                 Points that serve as 
                 on acquiring some evident 
                 definition by business unit. 
                 unit roles clearly, specifies that 
               
               
                 differentiators in process 
                 individual businesses to 
                 Basic business screening is used 
                 target financial goals and 
               
               
                 capability and sophistication 
                 complement wide business 
                 to identify prospects, but little 
                 resource allocation is 
               
               
                 across the scale 
                 portfolio. 
                 sophistication is used to allocate 
                 commensurate with targeted 
               
               
                   
                   
                 resources. 
                 goals. 
               
               
                   
                   
                 Multi-year view and emerging 
                 Portfolio strategy includes a 
               
               
                   
                   
                 businesses usually not included. 
                 multiyear view and addresses 
               
               
                   
                   
                   
                 emerging businesses. 
               
               
                 Process Frequency 
                 Portfolio planning is done 
                 Portfolio planning is performed 
                 Portfolio planning is done 
               
               
                 Number of times and frequency 
                 annually. 
                 annually, with a mid-year 
                 annually with quarterly refreshes 
               
               
                 at which a process is executed 
                 There is no understanding of 
                 checkpoint for revision. 
                 or adjustments based on current 
               
               
                 Number of iterations required 
                 overall portfolio sensitivity 
                   
                 performance, forecast, 
               
               
                 before process is complete 
                 across business and major 
                   
                 competitor actions, and market 
               
               
                   
                 categories. 
                   
                 trend data, but with a multi-year 
               
               
                   
                   
                   
                 view for emerging businesses. 
               
               
                 Process Inputs 
                 Process inputs include corporate  
                 Process inputs include corporate  
                 Process inputs include corporate 
               
               
                 Data, intentions, objectives, 
                 strategy components and overall 
                 strategy components, overall 
                 strategy components, overall 
               
               
                 materials, information, events, 
                 financial targets, current leading/ 
                 financial targets and historical 
                 financial targets and historical 
               
               
                 outputs from other processes, 
                 key products and historical 
                 performance, current business 
                 performance, current business 
               
               
                 etc. 
                 performance. 
                 portfolio strategic strength 
                 portfolio strategic strength 
               
               
                   
                   
                 (market share, profitability, 
                 (market share, profitability, 
               
               
                   
                   
                 position in business portfolio 
                 position in business portfolio 
               
               
                   
                   
                 matrix, growth prospects), 
                 matrix, growth prospects), 
               
               
                   
                   
                 customer insights, and new 
                 customer insights, competitor 
               
               
                   
                   
                 category/product introduction. 
                 analytics, resource capacity and 
               
               
                   
                   
                   
                 constraints, supplier intelligence 
               
               
                   
                   
                   
                 and new category/product 
               
               
                   
                   
                   
                 introduction. 
               
               
                 Process Outputs 
                 Outputs include business 
                 Outputs include portfolio 
                 Outputs include portfolio 
               
               
                 Decisions, status, events, 
                 portfolio matrix and key 
                 planning with key businesses 
                 planning with key business 
               
               
                 actions, information, materials, 
                 prioritized businesses prospects. 
                 financial targets, business unit 
                 units, strategic intent for each of 
               
               
                 finished product, etc., resulting 
                   
                 roles and strategic intent by 
                 the business units in the 
               
               
                 from the process 
                   
                 group of categories as well as a 
                 portfolio, financial targets, and 
               
               
                   
                   
                 prioritized list of prospects. 
                 major targets, along with multi- 
               
               
                   
                   
                   
                 year view and emerging business 
               
               
                   
                   
                   
                 opportunities. 
               
               
                 Process Automation 
                 No automation is used in the 
                 Some automation, along with 
                 Automation is used to perform 
               
               
                 Level of automation or tools 
                 process other than presentation 
                 system reports and presentation 
                 business performance modeling 
               
               
                 used to shape, enable or execute 
                 software and system reports 
                 software, is used to perform 
                 and simulation, comparative 
               
               
                 the process 
                   
                 basic analytics, 
                 data and trend analysis, 
               
               
                   
                   
                   
                 forecasting and financial analysis. 
               
               
                 Process Integration 
                 Little to no integration other 
                 Portfolio planning is integrated  
                 Portfolio planning is integrated 
               
               
                 Level of integration the process 
                 than strategic planning 
                 into integrated strategic planning 
                 with other strategy development 
               
               
                 has with other processes; 
                   
                 process such as; input to 
                 and is data driven with analytics. 
               
               
                 systems, tools or third parties 
                   
                 mergers and acquisitions 
                 It includes other functional areas 
               
               
                   
                   
                 planning, category plan 
                 such as business development, 
               
               
                   
                   
                 management and key product 
                 supply chain, commercial etc. to 
               
               
                   
                   
                 planning, but integration with 
                 optimize business unit roles and 
               
               
                   
                   
                 analytics and operational 
                 target performance. 
               
               
                   
                   
                 practices is limited or not 
                 Integrated strategic planning and 
               
               
                   
                   
                 emphasized. 
                 mergers and acquisitions planning  
               
               
                   
                   
                   
                 are closely linked to execute and  
               
               
                   
                   
                   
                 optimize the portfolio strategy. 
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Integrated Strategic Planning 
               
             
          
           
               
                 Process Participation 
                 The finance team which is led 
                 Finance team 
                 The strategic planning team (not 
               
               
                 Who participates in the process 
                 by the CFO, and revised and 
                 Business development 
                 an ad-hoc project based formed 
               
               
                 execution/approval 
                 approved by the CEO/board of 
                 Business Intelligence with 
                 team) with inputs from the 
               
               
                   
                 directors/equity partners 
                 fundamental input from 
                 functional areas, reviewed and 
               
               
                   
                   
                 functional areas (Commercial, 
                 approved by the CEO/board of 
               
               
                   
                   
                 Supply Chain, Manufacturing), 
                 directors/equity partners 
               
               
                   
                   
                 which are reviewed by CFO/ 
                 participate in integrated strategic 
               
               
                   
                   
                 CEO/board of directors/equity 
                 planning 
               
               
                   
                   
                 partners participate in integrated 
                   
               
               
                   
                   
                 strategic planning 
                   
               
               
                 Process Creation 
                 Strategic planning is essentially 
                 The focus is on longer term and/ 
                 The strategic plan focuses on the 
               
               
                 How the process gets executed 
                 a long-term forecasting exercise, 
                 or structural changes, but only 
                 financial, operational and 
               
               
                 Points that serve as 
                 with a focus on incremental 
                 loosely linked to shareholder 
                 structural changes needed to 
               
               
                 differentiators in process 
                 changes. 
                 value. 
                 achieve shareholder value 
               
               
                 capability and sophistication 
                   
                   
                 objectives. 
               
               
                 across the scale 
                   
                   
                   
               
               
                 Process Frequency 
                 No iterations 
                 Strategic planning goals are 
                 Strategic planning is the basis 
               
               
                 Number of times and frequency 
                 No set timeframe 
                 reviewed quarterly or semi- 
                 for long term investigation and 
               
               
                 at which a process is executed 
                   
                 annually, establishing the 
                 goals measurement. 
               
               
                 Number of iterations required 
                   
                 baseline for further 
                 Deviations from the strategic 
               
               
                 before process is complete 
                   
                 investigation. 
                 plan are measured, reported to 
               
               
                   
                   
                   
                 and evaluated by CFO/CEO/ 
               
               
                   
                   
                   
                 board of directors/equity partners. 
               
               
                 Process Inputs 
                 Process inputs are P&amp;L 
                 Process inputs include C- 
                 Process inputs include C- 
               
               
                 Data, intentions, objectives, 
                 performance measures with key 
                 Level/Executive team direct 
                 Level/Executive team direct 
               
               
                 materials, information, events, 
                 strategic goals and objectives. 
                 input, historical and forward 
                 input, historical and forward 
               
               
                 outputs from other processes, 
                   
                 looking business performance 
                 looking business performance 
               
               
                 etc. 
                   
                 indicators and limited market 
                 indicators and limited market 
               
               
                   
                   
                 relevant trend inputs. 
                 relevant trend inputs. 
               
               
                   
                   
                   
                 Strong emphasis is placed on 
               
               
                   
                   
                   
                 competitor performance, recent 
               
               
                   
                   
                   
                 developments and market trends. 
               
               
                 Process Outputs 
                 Process outputs include many 
                 Driver based measures are used 
                 Process inputs include 
               
               
                 Decisions, status, events, 
                 P&amp;L-focused performance 
                 in addition to traditional P&amp;L 
                 consistent, prioritized and 
               
               
                 actions, information, materials, 
                 measures; neither well-defined 
                 measures; but may not be 
                 clearly-defined key result 
               
               
                 finished product, etc., resulting 
                 nor consistent across the 
                 prioritized or used consistently. 
                 measures of successful execution  
               
               
                 from the process 
                 organization. 
                   
                 of strategy, with direct linkage to  
               
               
                   
                   
                   
                 total return to shareholders. 
               
               
                 Process Automation 
                 Little to no automation is used. 
                 The process defines standard 
                 The process is documented in 
               
               
                 Level of automation or tools 
                 It may involve presentation 
                 inputs and formats for objectives,  
                 shared knowledge environments 
               
               
                 used to shape, enable or execute 
                 software such as PowerPoint, 
                 sources of business and  
                 in custom formats created from 
               
               
                 the process 
                 Excel spreadsheets and email. 
                 capabilities development materials. 
                 needed standard information. 
               
               
                 Process Integration 
                 Strategic plan stands alone 
                 Process integration includes 
                 Strategic planning is explicitly 
               
               
                 Level of integration the process 
                   
                 partial linkage to targets and 
                 linked to targeting and resource 
               
               
                 has with other processes, systems, 
                   
                 budgets. 
                 allocation. 
               
               
                 tools or third parties 
                   
                 Changes to strategy do not always 
                   
               
               
                   
                   
                 result in changes to targets and 
                   
               
               
                   
                   
                 budgets. 
                   
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Sales and Operations Planning 
               
             
          
           
               
                 Process Participation 
                 Limited involvement of 
                 Consumer analysis, market 
                 Participation includes integrated 
               
               
                 Who participates in the process 
                 functional areas other than SC is 
                 analysis, competitor analysis and 
                 planning embedded into 
               
               
                 execution/approval 
                 involved in sales and operations 
                 base lining completed with 
                 organizational operating 
               
               
                   
                 planning. 
                 supply chain organization using 
                 processes to the extent that it is 
               
               
                   
                 There is no integrated planning 
                 comparative, internal 
                 part of business as usual. 
               
               
                   
                 capability per se to integrate into 
                 benchmarks all play roles in 
                 Involvement of key functional 
               
               
                   
                 the organization. 
                 sales and operations planning. 
                 areas include: sales/marketing - 
               
               
                   
                   
                   
                 market trends and channels 
               
               
                   
                   
                   
                 perspectives/customer service -  
               
               
                   
                   
                   
                 customer demands/financial -  
               
               
                   
                   
                   
                 cost auditing/IT - high level 
               
               
                   
                   
                   
                 technical architecture/industrial 
               
               
                   
                   
                   
                 and logistics leaders of the analysis. 
               
               
                 Process Creation 
                 The process is created through 
                 Proactive formal meetings are 
                 Proactive formal meetings are 
               
               
                 How the process gets executed 
                 ad-hoc meetings between key 
                 held between core functional 
                 held between all functional 
               
               
                 Points that serve as 
                 impacted functions held in a 
                 teams. 
                 teams across the extended 
               
               
                 differentiators in process 
                 reactive or fire fighting mode. 
                 Scenario and what-if analysis 
                 supply chain. 
               
               
                 capability and sophistication 
                 All analysis is conducted 
                 capabilities are used and are 
                 Scenario, what-if and 
               
               
                 across the scale 
                 manually using spreadsheet 
                 based mainly on cost and gross 
                 optimization analysis 
               
               
                   
                 based tools; no what-if analysis 
                 sales drivers. 
                 capabilities are used based on 
               
               
                   
                 capability is included. 
                   
                 profits and similar drivers. 
               
               
                 Process Frequency 
                 This process is done quarterly 
                 Annual plans with quarterly 
                 Annual planning with quarterly 
               
               
                 Number of times and frequency 
                 with few iterations. 
                 revisions and monthly reviews 
                 revisions and monthly reviews 
               
               
                 at which a process is executed 
                 It involves reconciling past with 
                 are used. 
                 focus on what-if scenarios and 
               
               
                 Number of iterations required 
                 present needs. 
                   
                 optimization analyses. 
               
               
                 before process is complete 
                   
                   
                   
               
               
                 Process Inputs 
                 Multiple operating plans are 
                 Process inputs include a single 
                 All business activities are driven 
               
               
                 Data, intentions, objectives, 
                 used to drive business activities 
                 number plan agreed to drive 
                 off the integrated planning single 
               
               
                 materials, information, events, 
                 and actions. 
                 business activities - however some  
                 number - with no other plans 
               
               
                 outputs from other processes, etc. 
                   
                 functions still use additional plans. 
                 developed or tracked. 
               
               
                 Process Outputs 
                 Process outputs include plans for 
                 Process outputs include 
                 Process outputs include fully 
               
               
                 Decisions, status, events, 
                 sales (volumes, by channel, 
                 integrated sales and operations 
                 integrated sales and operations 
               
               
                 actions, information, materials, 
                 brand, and category) and for 
                 plans, medium to longer term 
                 plans, long term needs for 
               
               
                 finished product, etc., resulting 
                 supply chain management 
                 needs for capacity increases and 
                 capacity increases, 
               
               
                 from the process 
                 (demand, inventory levels, 
                 recommendations for “renting” 
                 recommendations for “renting” 
               
               
                   
                 supply coverage), basic make/ 
                 external capacity (warehouse, 
                 external capacity (warehouse, 
               
               
                   
                 buy decisions for key products 
                 transportation, production). 
                 transportation, production) and 
               
               
                   
                 for the short term. 
                   
                 financial impacts on trade-offs. 
               
               
                 Process Automation 
                 Data is maintained and reported 
                 Data is maintained and sourced 
                 Data is maintained and sourced 
               
               
                 Level of automation or tools 
                 using desktop based tools such 
                 from ERP applications and 
                 from ERP applications and 
               
               
                 used to shape, enable or execute 
                 as MS Excel and ad hoc MS 
                 reported using a mix of desktop 
                 reported using a web enabled 
               
               
                 the process 
                 Access applications. 
                 tools and ERP reporting tools. 
                 integrated planning workbench. 
               
               
                 Process Integration 
                 There is no integrated planning 
                 Integrated planning is seen as an 
                 Integrated planning is embedded 
               
               
                 Level of integration the process 
                 capability per say to integrate 
                 essential addition to business as 
                 into organizational operating 
               
               
                 has with other processes, 
                 into the organization. 
                 usual. 
                 processes to the extent that it is 
               
               
                 systems, tools or third parties 
                   
                   
                 part of business as usual. 
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Operations Model and Organization Planning 
               
             
          
           
               
                 Process Participation 
                 Little to no executive 
                 C-Level/Executive team 
                 C-Level/Executive Team 
               
               
                 Who participates in the process 
                 participation is involved beyond 
                 participation - organization is 
                 participation - organization and 
               
               
                 execution/approval 
                 the CEO and key VPs (VP for 
                 determined collaboratively. 
                 people strategy is determined 
               
               
                   
                 Human Resources, VP for 
                 The board of directors or equity 
                 collaboratively. 
               
               
                   
                 Supply Chain, VP for 
                 partner review and approve if 
                 Other key executives may 
               
               
                   
                 Commercial). 
                 necessary. 
                 participate in specific details of 
               
               
                   
                 The board of directors or equity 
                   
                 people strategy. 
               
               
                   
                 partners may set or heavily 
                   
                 The board of directors or equity 
               
               
                   
                 influence the organization. 
                   
                 partner review and approve if 
               
               
                   
                   
                   
                 necessary. 
               
               
                   
                   
                   
                 Source talent from the worldwide  
               
               
                   
                   
                   
                 talent pool, and in developing the  
               
               
                   
                   
                   
                 right operating models to leverage  
               
               
                   
                   
                   
                 this talent most effectively. 
               
               
                 Process Creation 
                 The process of designing and 
                 A process for developing and 
                 A clear and consistent 
               
               
                 How the process gets executed 
                 communicating the organization 
                 designing the organization 
                 organization and people strategy 
               
               
                 Points that serve as 
                 strategy is not defined or loosely 
                 strategy is followed, but may 
                 development process is 
               
               
                 differentiators in process 
                 defined. 
                 vary from year to year and is 
                 documented and followed for 
               
               
                 capability and sophistication 
                 Most of the time the 
                 inconsistently applied or 
                 both annual and long range 
               
               
                 across the scale 
                 organization strategy 
                 executed. 
                 plans. 
               
               
                   
                 development process 
                   
                 The organization and people 
               
               
                   
                 accommodates current people 
                   
                 strategy development process 
               
               
                   
                 and traditional names/ 
                   
                 includes a refresh of the 
               
               
                   
                 organization designs. 
                   
                 organizational corporate goals, 
               
               
                   
                   
                   
                 people development scope and 
               
               
                   
                   
                   
                 plan, operating model, growth 
               
               
                   
                   
                   
                 intent, and major change programs. 
               
               
                 Process Frequency 
                 No iterations or set timeframe 
                 Iterations are done during 
                 Organization and people strategy 
               
               
                 Number of times and frequency 
                 exists, but generally an annual 
                 organization and people strategy 
                 is constantly checked against the 
               
               
                 at which a process is executed 
                 version of an adapted 
                 development. 
                 company business units&#39; needs 
               
               
                 Number of iterations required 
                 organization to reflect business 
                 The process is done annually or 
                 and changes (mergers, 
               
               
                 before process is complete 
                 units&#39; changes. 
                 in defined periods. 
                 acquisitions and divestitures). 
               
               
                   
                 People strategy programs, 
                   
                 People strategy is confirmed at 
               
               
                   
                 objectives, and scope are 
                   
                 fixed times, semi-annually, for 
               
               
                   
                 followed throughout the year. 
                   
                 leadership pulse checks and to 
               
               
                   
                   
                   
                 instill company values 
               
               
                   
                   
                   
                 throughout the company. 
               
               
                 Process Inputs 
                 Inputs are unclear to the 
                 Process inputs include corporate 
                 Process inputs include 
               
               
                 Data, intentions, objectives, 
                 organization or are very basic, 
                 business strategy, C-Level/ 
                 everything in the progressive 
               
               
                 materials, information, events, 
                 such as business units&#39; current 
                 Executive team direct input, some  
                 category, plus solicited input 
               
               
                 outputs from other processes, 
                 organizational design and people 
                 evaluations on company leadership  
                 from the organization and 
               
               
                 etc. 
                 development curricula. 
                 and business units with leadership 
                 external parties and guiding 
               
               
                   
                   
                 needs. 
                 leadership assessments. 
               
               
                 Process Outputs 
                 Outputs are often unclear, with 
                 Organization strategy is 
                 Organization and people strategy 
               
               
                 Decisions, status, events, 
                 organization/people strategic 
                 communicated throughout the 
                 are communicated to 
               
               
                 actions, information, materials, 
                 intent and motivators not well 
                 company but with mixed results 
                 stakeholders, with clear 
               
               
                 finished product, etc., resulting 
                 defined or communicated. 
                 on understanding. 
                 examples and definitions on 
               
               
                 from the process 
                 Output is generally focused on a 
                 People strategy is incorporated 
                 roles, responsibilities, 
               
               
                   
                 new organization chart and 
                 to all training courses and 
                 governance processes, etc. 
               
               
                   
                 internal development programs. 
                 communicated through a passive 
                   
               
               
                   
                   
                 media (such as a flyer or 
                   
               
               
                   
                   
                 corporate website). 
                   
               
               
                 Process Automation 
                 None 
                 Automation is close to 
                 Automation includes standard 
               
               
                 Level of automation or tools 
                   
                 inexistent, except for some 
                 formats to support operational 
               
               
                 used to shape, enable or execute 
                   
                 standard formats to collect and 
                 model design; policy templates 
               
               
                 the process 
                   
                 organize information. 
                 on responsibilities in an electronic  
               
               
                   
                   
                   
                 media, available to the whole team. 
               
               
                 Process Integration 
                 Integration points are generally 
                 Process integration is usually 
                 Process integration is done 
               
               
                 Level of integration the process 
                 email or meeting driven, 
                 done in workshops for designing 
                 during the organization and 
               
               
                 has with other processes, 
                 between CEO, selected VPs, and 
                 and alignment/consensus 
                 people strategy design and 
               
               
                 systems, tools or third parties 
                 board of directors or equity 
                 building. 
                 alignment. 
               
               
                   
                 partners. 
                   
                 People participating in the process  
               
               
                   
                   
                   
                 proactively inform and capture  
               
               
                   
                   
                   
                 feedback from the organization. 
               
             
          
           
               
                 Capability Area - Strategy and Governance 
               
               
                 Merger and Acquisition Planning 
               
             
          
           
               
                 Process Participation 
                 There is little to no executive 
                 C-Level/Executive team 
                 Business development 
               
               
                 Who participates in the process 
                 participation beyond the CEO, 
                 suggests and screens prospects. 
                 Director/C-Level/Executive 
               
               
                 execution/approval 
                 the board or equity partners, the 
                 The board of directors or equity 
                 team suggests and screens 
               
               
                   
                 CFO and perhaps the 
                 partner review and approve, if 
                 prospects. 
               
               
                   
                 commercial VP and the general 
                 necessary. 
                 The board of directors or equity 
               
               
                   
                 counsel, supported by 
                 Execution is carried out by 
                 partner reviews and approves, if 
               
               
                   
                 investment bankers. 
                 appointed people in finance. 
                 necessary. 
               
               
                   
                   
                   
                 Execution is carried out by 
               
               
                   
                   
                   
                 business development personnel 
               
               
                   
                   
                   
                 supported by key functional 
               
               
                   
                   
                   
                 executives (Commercial, Supply 
               
               
                   
                   
                   
                 Chain, Manufacturing) and 
               
               
                   
                   
                   
                 enterprise supporting (General 
               
               
                   
                   
                   
                 Counsel, Finance). 
               
               
                 Process Creation 
                 M&amp;A process is not defined or 
                 A process for conducting 
                 A clear and consistent M&amp;A 
               
               
                 How the process gets executed 
                 loosely defined. 
                 mergers and acquisitions is 
                 strategy development process is 
               
               
                 Points that serve as 
                 This process is carried out by 
                 followed, but may vary from 
                 documented and followed for 
               
               
                 differentiators in process 
                 external hired experts, on an  
                 year to year and is inconsistently 
                 both annual and long range 
               
               
                 capability and sophistication 
                 ad-hoc basis. 
                 applied or executed. 
                 plans. 
               
               
                 across the scale 
                   
                 It is still strongly supported by a 
                 Execution is clear; in particular 
               
               
                   
                   
                 handful of external consultants 
                 analysis, due diligence and 
               
               
                   
                   
                 and investment bankers. 
                 negotiation. 
               
               
                   
                   
                   
                 Several agents are known (law 
               
               
                   
                   
                   
                 firms, bankers, external 
               
               
                   
                   
                   
                 accountants, consultants and 
               
               
                   
                   
                   
                 auditors) and share the practice. 
               
               
                 Process Frequency 
                 M&amp;A is done episodically/ad- 
                 M&amp;A is carried out frequently, 
                 M&amp;A is carried out as an 
               
               
                 Number of times and frequency 
                 hoc. 
                 with prospect screening and 
                 ongoing effort; with monthly 
               
               
                 at which a process is executed 
                 Lack of experience does not 
                 evaluation throughout the year. 
                 meetings to revise pipeline and 
               
               
                 Number of iterations required 
                 allow knowledge accumulation 
                 The process is revised semi- 
                 long term goals to improve the 
               
               
                 before process is complete 
                 enough to improve processes. 
                 annually and screening sessions 
                 company portfolio of businesses. 
               
               
                 take place at least quarterly. 
                   
                   
                   
               
               
                 Process Inputs 
                 Inputs are incomplete or very 
                 Process inputs include corporate 
                 Process inputs include corporate 
               
               
                 Data, intentions, objectives, 
                 basic, such as business units&#39; 
                 business strategy, C-Level/ 
                 business strategy, C-Level/ 
               
               
                 materials, information, events, 
                 opportunities or strategic intent 
                 Executive team direct input. 
                 Executive team direct input, 
               
               
                 outputs from other processes, 
                 of prospect business. 
                   
                 some evaluations on company 
               
               
                 etc. 
                   
                   
                 leadership and business units 
               
               
                   
                   
                   
                 with leadership needs. 
               
               
                 Process Outputs 
                 Outputs are often unclear, except 
                 Outputs are clear and linked to 
                 Outputs are clear and linked to 
               
               
                 Decisions, status, events, 
                 on the cases that a company/ 
                 company&#39;s goals and aspirations. 
                 company&#39;s strategy. 
               
               
                 actions, information, materials, 
                 business is acquired or spun off. 
                 Sources of business are 
                 Sources of business are 
               
               
                 finished product, etc. resulting 
                 No feedback is used to improve 
                 somewhat documented, but not 
                 thoroughly and thoughtfully 
               
               
                 from the process 
                 process. 
                 thoroughly. 
                 documented. Strong feedback 
               
               
                   
                   
                   
                 loops are established to improve 
               
               
                   
                   
                   
                 process. 
               
               
                 Process Automation 
                 Little to no automation is used 
                 The process defines standard 
                 The process is documented in 
               
               
                 Level of automation or tools 
                 although it may involve 
                 inputs and formats, but all 
                 shared knowledge environments 
               
               
                 used to shape, enable or execute 
                 presentation software such as 
                 analytic work is an upgrade from 
                 in custom formats created from 
               
               
                 the process 
                 PowerPoint, Excel spreadsheets 
                 the most recent work. 
                 needed standard information. 
               
               
                   
                 and email. 
                 This process is not automated. 
                   
               
               
                 Process Integration 
                 Integration points are generally 
                 The process is integrated into the 
                 The process is integrated into the 
               
               
                 Level of integration the process 
                 meeting driven, between CEO 
                 periodic planning calendar, but 
                 periodic planning calendar 
               
               
                 has with other processes, 
                 and board of directors or equity 
                 generally no automated or other 
                 intentionally, with supporting 
               
               
                 systems, tools or third parties 
                 partners. 
                 process integration is 
                 information fed into the 
               
               
                   
                   
                 intentional. 
                 knowledge base. 
               
             
          
           
               
                 DEMAND GENERATION 
               
               
                 Capability Area - Demand Generation 
               
               
                 Category, Brand, and Consumer Strategy 
               
             
          
           
               
                 Process Participation 
                 Chief marketing officer and 
                 Chief marketing officer and 
                 C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 marketing group, with review by 
                 marketing group with inputs 
                 executive team collaboration 
               
               
                 execution/approval 
                 CEO and/or board of directors 
                 from sales and production groups 
                 facilitated by Chief marketing 
               
               
                   
                   
                 Review by c-level (CIO, CFO, 
                 officer and/or Chief Sales 
               
               
                   
                   
                 CEO)/executive team and board 
                 Officer 
               
               
                   
                   
                 of directors 
                 Review by board of directors 
               
               
                   
                   
                   
                 Identify and leverage product- 
               
               
                   
                   
                   
                 innovation talent and new 
               
               
                   
                   
                   
                 sources of innovation. 
               
               
                   
                   
                   
                 Link marketing and product 
               
               
                   
                   
                   
                 development tightly to embed 
               
               
                   
                   
                   
                 the voice of the customer within 
               
               
                   
                   
                   
                 new product development. 
               
               
                 Process Creation 
                 Marketing group evaluates 
                 Strategic group communicates the 
                 Strategic Group communicates 
               
               
                 How the process gets executed 
                 category and brand image against 
                 portfolio management guidelines 
                 the portfolio management 
               
               
                 Points that serve as 
                 business performance and 
                 to the marketing group along 
                 guidelines to the marketing group 
               
               
                 differentiators in process 
                 consumer feedback and develops 
                 with details of any analysis 
                 along with details of any analysis 
               
               
                 capability and sophistication 
                 strategies including changes to 
                 supporting the given directions. 
                 supporting the given directions. 
               
               
                 across the scale 
                 existing categories/brands, new 
                 Funds are allocated on the base of a 
                 Investment decisions are based 
               
               
                   
                 brand introduction or brand 
                 past spending and in some cases 
                 on ROI or advanced marketing 
               
               
                   
                 termination. 
                 on ROI calculations 
                 modeling techniques (e.g. 
               
               
                   
                 Funds are allocated based on past 
                 Marketing group evaluates 
                 competitive cause and effect 
               
               
                   
                 spending and on management 
                 category and brand image against 
                 evaluation). 
               
               
                   
                 experience 
                 business performance and 
                 The marketing group generates 
               
               
                   
                 Strategic guidelines, historical 
                 consumer feedback and develops 
                 and analyzes consumer and 
               
               
                   
                 business performance and 
                 strategies including changes to 
                 shopper insights in relation to the 
               
               
                   
                 consumer feedback 
                 existing categories/brands, new 
                 market, evaluates category and 
               
               
                   
                   
                 brand introduction or brand 
                 brand image against past 
               
               
                   
                   
                 termination. 
                 performance and strategic 
               
               
                   
                   
                   
                 category leadership objectives. 
               
               
                   
                   
                   
                 Category and brand plans are 
               
               
                   
                   
                   
                 developed with a focus on brands 
               
               
                   
                   
                   
                 and products enabling category 
               
               
                   
                   
                   
                 leadership. This plan outlines 
               
               
                   
                   
                   
                 products and/or brands to be 
               
               
                   
                   
                   
                 developed or acquired to achieve 
               
               
                   
                   
                   
                 category leadership or, adversely, 
               
               
                   
                   
                   
                 to be terminated where required 
               
               
                   
                   
                   
                 and is feeding innovation, 
               
               
                   
                   
                   
                 product lifecycle and consumer 
               
               
                   
                   
                   
                 pricing processes 
               
               
                   
                   
                   
                 Accurately understand precisely 
               
               
                   
                   
                   
                 which features, functions or 
               
               
                   
                   
                   
                 services customers really want. 
               
               
                   
                   
                   
                 Take a portfolio management 
               
               
                   
                   
                   
                 approach to products, services 
               
               
                   
                   
                   
                 and solutions to optimize revenue 
               
               
                   
                   
                   
                 and margin while managing risk. 
               
               
                   
                   
                   
                 Identify and leverage product- 
               
               
                   
                   
                   
                 innovation talent and new sources 
               
               
                   
                   
                   
                 of innovation. 
               
               
                   
                   
                   
                 Add new features and 
               
               
                   
                   
                   
                 characteristics early in the 
               
               
                   
                   
                   
                 product-development process to 
               
               
                   
                   
                   
                 minimize risk and increase the 
               
               
                   
                   
                   
                 chance of product acceptance. 
               
               
                   
                   
                   
                 Develop products to enhance 
               
               
                   
                   
                   
                 downstream operational 
               
               
                   
                   
                   
                 efficiencies such as 
               
               
                   
                   
                   
                 manufacturing and fulfillment, 
               
               
                   
                   
                   
                 thus reducing overall cost and 
               
               
                   
                   
                   
                 time to market. 
               
               
                   
                   
                   
                 Develop the concept of “frugal 
               
               
                   
                   
                   
                 engineering” that enables cost- 
               
               
                   
                   
                   
                 efficient product designs in 
               
               
                   
                   
                   
                 conjunction with a lean product 
               
               
                   
                   
                   
                 development resource base. 
               
               
                   
                   
                   
                 Implement innovations in the 
               
               
                   
                   
                   
                 product development process itself. 
               
               
                   
                   
                   
                 Sell products and services rather 
               
               
                   
                   
                   
                 than just products to create 
               
               
                   
                   
                   
                 greater customer value. 
               
               
                 Process Frequency 
                 Annually 
                 Annually, with quarterly 
                 Annually, with quarterly 
               
               
                 Number of times and frequency 
                   
                 adjustments based on measured 
                 adjustments based on measured 
               
               
                 at which a process is executed 
                   
                 performance and in-season 
                 performance and in-season 
               
               
                 Number of iterations required 
                   
                 marketing opportunities or 
                 marketing opportunities or 
               
               
                 before process is complete 
                   
                 adjustments 
                 adjustments 
               
               
                   
                   
                   
                 Proactive and ongoing 
               
               
                   
                   
                   
                 performance monitoring with in- 
               
               
                   
                   
                   
                 flight adjustments where further 
               
               
                   
                   
                   
                 potential for optimization is 
               
               
                   
                   
                   
                 identified 
               
               
                 Process Inputs 
                 Strategic guidelines, historical 
                 Strategic guidelines, competitive 
                 Strategic guidelines and data, 
               
               
                 Data, intentions, objectives, 
                 business performance and 
                 position, historical business 
                 competitive position and activity, 
               
               
                 materials, information, events, 
                 consumer feedback 
                 performance and consumer 
                 historical business performance, 
               
               
                 outputs from other processes, 
                   
                 feedback 
                 foreseen trends and feedback of 
               
               
                 etc. 
                   
                   
                 the consumer and market 
               
               
                   
                   
                   
                 Focus a higher percentage of 
               
               
                   
                   
                   
                 product resources on key products. 
               
               
                 Process Outputs 
                 Strategic marketing plan 
                 Strategic brand and product 
                 Strategic and integrated category, 
               
               
                 Decisions, status, events, 
                 Brand strategy consisting of 
                 plans 
                 brand, product and innovation 
               
               
                 actions, information, materials, 
                 recommended changes to 
                 Brand strategy consisting of 
                 plans 
               
               
                 finished product, etc., resulting 
                 branding 
                 short and long-term brand 
                 Brand and product strategy 
               
               
                 from the process. 
                   
                 enhancements 
                 describing short and long term 
               
               
                   
                   
                   
                 objectives that are linked to other 
               
               
                   
                   
                   
                 strategy components 
               
               
                 Process Automation 
                 No automation utilized in 
                 Some limited access to online 
                 Automated brand performance 
               
               
                 Level of automation or tools 
                 process beyond presentation 
                 survey or feedback to capability 
                 metrics, survey or feedback 
               
               
                 used to shape, enable or execute 
                 software and system reports 
                 and system reports 
                 tools, and media or third party 
               
               
                 the process. 
                   
                   
                 reporting for brand performance 
               
               
                   
                   
                   
                 and perception analysis 
               
               
                   
                   
                   
                 Workflows are used to 
               
               
                   
                   
                   
                 seamlessly interconnect the 
               
               
                   
                   
                   
                 parties that are involved in the 
               
               
                   
                   
                   
                 strategy formulation process. 
               
             
          
           
               
                 Capability Area - Demand Generation 
               
               
                 Channel, Customer, and Shopper Strategy 
               
             
          
           
               
                 Process Participation 
                 Primary input comes from the 
                 Executive leadership from the 
                 Customer centric thinking is led 
               
               
                 Who participates in the process 
                 marketing group, with little 
                 marketing and sales groups 
                 by the c-level (CIO, CFO, CEO)/ 
               
               
                 execution/approval 
                 input, other than review and 
                 drives the strategy formulation 
                 executive team with inputs from 
               
               
                   
                 approval, from the c-level (CIO, 
                 process with inputs from the 
                 all parts of the organization and 
               
               
                   
                 CFO, CEO)/executive team. 
                 supply chain and with c-level 
                 customers. 
               
               
                   
                   
                 (CIO, CFO, CEO)/executive 
                   
               
               
                   
                   
                 team review and approval. 
                   
               
               
                 Process Creation 
                 An unsophisticated process for 
                 Some customer segmentation 
                 Deep customer centric analysis is 
               
               
                 How the process gets executed 
                 assessing customers exists here 
                 analysis is done. 
                 done and used to drive business 
               
               
                 Points that serve as 
                 with little to no segmentation, 
                 Offers are aligned with customer 
                 activities including assortments 
               
               
                 differentiators in process 
                 limited data inputs or fact basis. 
                 segments and customer 
                 and services. Customer feedback 
               
               
                 capability and sophistication 
                 Offers tend to be product and 
                 performance is tracked and used 
                 is frequently captured and 
               
               
                 across the scale 
                 service driven rather than based 
                 for future planning. 
                 growth plans by customer 
               
               
                   
                 on customer needs or 
                 Channels are defined and 
                 segment and cluster are 
               
               
                   
                 preferences. Channels are 
                 developed according to expected 
                 developed and followed. 
               
               
                   
                 defined and developed without 
                 roles/priority within the 
                 Channels are assessed and 
               
               
                   
                 specific role definition. 
                 organization. 
                 developed based on target 
               
               
                   
                 The sales group defines customer 
                 The sales group defines customer 
                 outcomes and the value they will 
               
               
                   
                 targets, identifies what needs are 
                 targets, identifies what needs to 
                 contribute to the organization 
               
               
                   
                 to be distributed through which 
                 be distributed through which 
                 Cross channel components are 
               
               
                   
                 channels and manages trade 
                 channels and manages trade 
                 part of the strategy and are 
               
               
                   
                 terms and pricing. 
                 terms and pricing. 
                 integrated with the customer 
               
               
                   
                   
                 The logistics group gathers 
                 strategy. 
               
               
                   
                   
                 inputs from the sales group and 
                 Sophisticated measurement 
               
               
                   
                   
                 implements optimized delivery 
                 across channels is deployed and 
               
               
                   
                   
                 routes based on the segmented 
                 channel specific resources are 
               
               
                   
                   
                 customers. 
                 deployed. 
               
               
                   
                   
                   
                 The marketing group segments 
               
               
                   
                   
                   
                 shoppers, analyzes which 
               
               
                   
                   
                   
                 channels customers leverage and 
               
               
                   
                   
                   
                 segments outlet specificities. 
               
               
                   
                   
                   
                 The sales group defines 
               
               
                   
                   
                   
                 customer targets, identifies what 
               
               
                   
                   
                   
                 needs to be distributed through 
               
               
                   
                   
                   
                 which channels and manages 
               
               
                   
                   
                   
                 trade terms and pricing. 
               
               
                   
                   
                   
                 The logistics group gathers 
               
               
                   
                   
                   
                 inputs from the sales group and 
               
               
                   
                   
                   
                 implements optimized delivery 
               
               
                   
                   
                   
                 routes based on the segmented 
               
               
                   
                   
                   
                 customers. 
               
               
                 Process Frequency 
                 Annual process with revisions 
                 Annual process with mid-year 
                 Annual process with quarterly 
               
               
                 Number of times and frequency 
                 occurring reactively when 
                 checkpoint to assess 
                 review and refreshes based on 
               
               
                 at which a process is executed 
                 business issues arise 
                 performance and areas for 
                 performance, competitive 
               
               
                 Number of iterations required 
                   
                 improvement or retirement 
                 actions, and in some cases 
               
               
                 before process is complete 
                   
                   
                 technology changes or pilot 
               
               
                   
                   
                   
                 decision points. 
               
               
                 Process Inputs 
                 A strategic marketing plan exists 
                 The process inputs include 
                 Extensive customer attributes 
               
               
                 Data, intentions, objectives, 
                 here. 
                 strategic brand and product 
                 and customer value analysis are 
               
               
                 materials, information, events, 
                 Other than historical customer 
                 plans. 
                 collected, along with forward 
               
               
                 outputs from other processes, 
                 behavior, there is limited 
                 Customer data is available and 
                 looking customer insights and 
               
               
                 etc. 
                 customer insight within the 
                 used in strategy process though 
                 near real time customer purchase 
               
               
                   
                 process inputs. 
                 may be dated due to systems 
                 behavior data, logistics cost and 
               
               
                   
                   
                 constraints or inadequate 
                 service inputs. 
               
               
                   
                   
                 analysis capability, logistics cost  
                 Inputs include strategic category, 
               
               
                   
                   
                 and service inputs. 
                 brand, product and innovation 
               
               
                   
                   
                 Customer data is available and 
                 plans. 
               
               
                   
                   
                 used in strategy process though 
                   
               
               
                   
                   
                 may be dated due to systems 
                   
               
               
                   
                   
                 constraints or inadequate 
                   
               
               
                   
                   
                 analysis capability, logistics cost 
                   
               
               
                   
                   
                 and service inputs. 
                   
               
               
                 Process Outputs 
                 The guidelines of the sales force 
                 Customer strategy defined by 
                 Customer strategy is defined at 
               
               
                 Decisions, status, events, actions, 
                 Customer strategy is broadly 
                 customer segment along with 
                 the segment and cluster level, 
               
               
                 information, materials, finished 
                 defined and not detailed at 
                 growth targets and measurement 
                 with growth targets and sources, 
               
               
                 product, etc., resulting from the 
                 customer segment level 
                 expectations 
                 value contribution, and 
               
               
                 process. 
                 Overall customer growth is 
                 Channel strategy that includes 
                 measurement approach 
               
               
                   
                 identified, but little to no 
                 channel roles, channel operating 
                 articulated in the strategy. 
               
               
                   
                 measurement approach is 
                 guidelines, financial targets, 
                 Channel strategy includes 
               
               
                   
                 included 
                 performance KPI&#39;s, and resource 
                 channel roles, cross channel 
               
               
                   
                 Channel strategy that includes 
                 allocation 
                 integration components, 
               
               
                   
                 financial targets by channel and 
                 Prioritized sales-force guidelines 
                 financial targets, resource 
               
               
                   
                 resource allocation/prioritization 
                 including market goals and 
                 allocations, performance 
               
               
                   
                 by channel 
                 approach as well as surrounding 
                 calendar and KPIs, channel 
               
               
                   
                 Broadly defined sales-force 
                 logistics service levels 
                 standards and channel leadership 
               
               
                   
                 guidelines 
                   
                 roles. 
               
               
                   
                   
                   
                 Prioritized sales-force guidelines 
               
               
                   
                   
                   
                 include market goals and 
               
               
                   
                   
                   
                 approach as well as surrounding 
               
               
                   
                   
                   
                 logistics service levels 
               
               
                 Process Automation 
                 Little automation, other than ad- 
                 Customer feedback captured via 
                 Customer feedback is captured 
               
               
                 Level of automation or tools used 
                 hoc customer reports or manual 
                 online tools and incorporated 
                 via online tools and incorporated 
               
               
                 to shape, enable or execute the 
                 customer surveys 
                 into the strategy development 
                 into the strategy development 
               
               
                 process. 
                 Limited automation for historical 
                 process 
                 process. 
               
               
                   
                 performance analysis 
                 Automation used for historical 
                 Common online templates are 
               
               
                   
                   
                 performance analysis and limited 
                 used across groups to capture 
               
               
                   
                   
                 forecasting of future channel 
                 customer centric ideas. 
               
               
                   
                   
                 performance Select channel 
                 Sophisticated automation is used 
               
               
                   
                   
                 KPI&#39;s are automated for capture 
                 for modeling of channel 
               
               
                   
                   
                 and tracking. 
                 performance and optimization, 
               
               
                   
                   
                   
                 including integrated channel 
               
               
                   
                   
                   
                 performance and channel 
               
               
                   
                   
                   
                 sensitivities. 
               
               
                   
                   
                   
                 Workflows are in place to make 
               
               
                   
                   
                   
                 a seamless connection between 
               
               
                   
                   
                   
                 parties involved in the strategy 
               
               
                   
                   
                   
                 formulation process. 
               
               
                 Process Integration 
                 There are limited integration 
                 The strategy is developed in 
                 The corporate strategy processes 
               
               
                 Level of integration the process 
                 points across the organization; 
                 parallel with corporate strategy 
                 are integrated and provide 
               
               
                 has with other processes, 
                 strategy is set and cascaded 
                 areas and influences strategic 
                 customer centric 
               
               
                 systems, tools or third parties 
                 down through the organization 
                 outcomes. 
                 direction/context for all strategic 
               
               
                 inconsistently. 
                   
                   
                 development areas. 
               
               
                   
                   
                   
                 Customer growth, loyalty and 
               
               
                   
                   
                   
                 satisfaction are tied to group and 
               
               
                   
                   
                   
                 individual incentives for 
               
               
                   
                   
                   
                 performance and are compared 
               
               
                   
                   
                   
                 against strategy. 
               
             
          
           
               
                 Capability Area - Demand Generation 
               
               
                 Integrated Marketing Strategy 
               
             
          
           
               
                 Process Participation 
                 The marketing group 
                 Participants include the 
                 The sales, operations and supply 
               
               
                 Who participates in the process 
                   
                 marketing group which have 
                 chain functions of the company 
               
               
                 execution/approval 
                   
                 formal interaction with 
                 are totally integrated into the 
               
               
                   
                   
                 customers, supply chain, 
                 marketing plan definition 
               
               
                   
                   
                 procurement and sales groups 
                 processes (sharing information 
               
               
                   
                   
                   
                 and people knowledge is natural, 
               
               
                   
                   
                   
                 making an integrated decision 
               
               
                   
                   
                   
                 flow that takes into account all 
               
               
                   
                   
                   
                 perspectives and has high quality 
               
               
                   
                   
                   
                 integration with other processes). 
               
               
                   
                   
                   
                 The marketing group leads and 
               
               
                   
                   
                   
                 facilitates the process to get the 
               
               
                   
                   
                   
                 best from all areas and to 
               
               
                   
                   
                   
                 promote a marketing plan that is 
               
               
                   
                   
                   
                 integrated with the company 
               
               
                   
                   
                   
                 strategy, financial plans and all 
               
               
                   
                   
                   
                 other company objectives. 
               
               
                 Process Creation 
                 The marketing plan is mainly 
                 Incorporates high-level and 
                 Process creation is a cross- 
               
               
                 How the process gets executed 
                 developed using basic metrics 
                 formal company strategy and 
                 functional process between 
               
               
                 Points that serve as 
                 (as sales %: last year x this year), 
                 financial plans 
                 marketing, merchandising, sales 
               
               
                 differentiators in process 
                 based on a cost perspective and 
                 Clear positioning and 
                 and operation and supply chain. 
               
               
                 capability and sophistication 
                 linked to strategy in an intuitive 
                 communication consistency 
                 The marketing plan ROI (return 
               
               
                 across the scale 
                 way (not formal). 
                 builds long-term brand image. 
                 on investment) is optimized with 
               
               
                   
                 Most events are driven on a 
                 The overall sales performance of 
                 usage of econometric tools (e.g. 
               
               
                   
                 short-term basis. 
                 specific events is evaluated. 
                 competitive cause and effect 
               
               
                   
                 There is little co-ordination of 
                 The focus is on constructing the 
                 modeling). 
               
               
                   
                 events to optimize the marketing 
                 company image and contributing 
                 All areas are involved in the 
               
               
                   
                 calendar. 
                 to the sales margin increase. 
                 marketing plan; socializing data 
               
               
                   
                   
                 Coordination between different 
                 insights and people knowledge 
               
               
                   
                   
                 formats exists to avoid marketing 
                 that may contribute to marketing 
               
               
                   
                   
                 conflicts (e.g. two campaigns to 
                 plan development and 
               
               
                   
                   
                 same public in the same vehicle). 
                 implementation. 
               
               
                   
                   
                   
                 Focus on “contact point 
               
               
                   
                   
                   
                 management”, where the contact 
               
               
                   
                   
                   
                 point is the single target of a 
               
               
                   
                   
                   
                 communication. 
               
               
                   
                   
                   
                 Investments are targeted on cost 
               
               
                   
                   
                   
                 per targeted contact point. 
               
               
                 Process Frequency 
                 A yearly market plan is 
                 A yearly market plan with 
                 A yearly marketing plan with 
               
               
                 Number of times and frequency 
                 constructed once and revised on 
                 periodic scheduled reviews 
                 periodic scheduled reviews. 
               
               
                 at which a process is executed 
                 an ad-hoc basis (with no clear 
                 Ad-hoc reviews are executed 
                 Ad-hoc reviews are based on 
               
               
                 Number of iterations required 
                 criteria to define reviews). 
                 when needed 
                 structured processes to capture 
               
               
                 before process is complete 
                   
                 Criteria for reviews are well 
                 changes in internal (e.g. financial 
               
               
                   
                   
                 established (e.g., financial targets  
                 target achievement) or external 
               
               
                   
                   
                 not achieved, company strategy 
                 (e.g. competition, customer 
               
               
                   
                   
                 changes, etc.) 
                 requirements and vendors&#39; 
               
               
                   
                   
                   
                 opportunities) environments. 
               
               
                 Process Inputs 
                 Process inputs include category, 
                 Process inputs include category, 
                 Same as progressive, plus micro 
               
               
                 Data, intentions, objectives, 
                 brand and customer strategy, 
                 brand, customer and shopper 
                 market inputs to tailor marketing 
               
               
                 materials, information, events, 
                 along with the prior year&#39;s 
                 strategy along with the prior 
                 efforts at localized levels. 
               
               
                 outputs from other processes, etc. 
                 marketing plan as well as new 
                 year&#39;s marketing plan. 
                   
               
               
                   
                 product launches. 
                 Major new product launches, 
                   
               
               
                   
                   
                 financial plans, customer insight 
                   
               
               
                   
                   
                 formats and portfolio strategy are 
                   
               
               
                   
                   
                 also process inputs. 
                   
               
               
                 Process Outputs 
                 A yearly plan is constructed 
                 A yearly plan that considers 
                 The process outputs Include 
               
               
                 Decisions, status, events, actions,  
                 based on intuitive criteria and 
                 high-level company strategies 
                 return on investment perspective 
               
               
                 information, materials, finished 
                 basic metrics (e.g. percent of 
                 and synergies, and sets a clear 
                 and considers seasonality (media 
               
               
                 product, etc., resulting from the 
                 sales), without taking into 
                 and consistent plan for long-term 
                 cost by time of the year, market 
               
               
                 process. 
                 account synergies (e.g. TV 
                 image construction 
                 elasticity by period). Market 
               
               
                   
                 planning and other types of 
                 It includes event objectives and 
                 plan is aligned with category 
               
               
                   
                 actions). 
                 targets and differentiates 
                 roles, brand/format/portfolio 
               
               
                   
                 The process outputs include a 
                 between geographies and/or 
                 strategy and financial plan 
               
               
                   
                 basic year marketing plan 
                 channels 
                 (marketing plan as an output to 
               
               
                   
                 without detail (mainly with 
                   
                 financial plan). 
               
               
                   
                 events, and dates). 
                   
                   
               
               
                 Process Automation 
                 This is mainly a manual process. 
                 Tools to calculate marketing 
                 Complete event planning tools 
               
               
                 Level of automation or tools used 
                   
                 return on investment are 
                 are used to incorporate the 
               
               
                 to shape, enable or execute the 
                   
                 available and used. 
                 learning of the econometric 
               
               
                 process. 
                   
                 Econometric analysis tools are 
                 analysis in the event planning 
               
               
                   
                   
                 used to understand the 
                 process. 
               
               
                   
                   
                 differential impact of the various 
                 Elements of pricing and 
               
               
                   
                   
                 components in the marketing 
                 advertising are integrated in the 
               
               
                   
                   
                 mix. 
                 same models and optimization is 
               
               
                   
                   
                 BI/data mining tools are used to 
                 made on an event level 
               
               
                   
                   
                 facilitate data analysis and the 
                 considering the optimal return of 
               
               
                   
                   
                 basic marketing dashboard is 
                 discounts and media activity. 
               
               
                   
                   
                 available (planned x real). 
                 A complete marketing dashboard 
               
               
                   
                   
                   
                 is available with all needed 
               
               
                   
                   
                   
                 metrics for monitoring media 
               
               
                   
                   
                   
                 execution, sales, budget usage, etc. 
               
               
                 Process Integration 
                 Integration is limited to the 
                 Coordination with financial plan 
                 The market plan is aligned with 
               
               
                 Level of integration the process 
                 strategic definition level. 
                 is integrated. 
                 company strategy (brand, 
               
               
                 has with other processes, 
                   
                 There is some level of 
                 portfolio, etc.), sales, supply 
               
               
                 systems, tools or third parties 
                   
                 integration with sales, 
                 chain and financial plans. 
               
               
                   
                   
                 merchandising, supply chain and 
                 Strong process documentation 
               
               
                   
                   
                 main vendors&#39; marketing 
                 shows all integration points with 
               
               
                   
                   
                 initiatives. 
                 other processes and integration 
               
               
                   
                   
                   
                 with customers to the extent 
               
               
                   
                   
                   
                 possible. 
               
               
                   
                   
                   
                 Data insights and people knowledge  
               
               
                   
                   
                   
                 are taken in to consideration  
               
               
                   
                   
                   
                 (made part of the construction  
               
               
                   
                   
                   
                 and decision process “DNA”). 
               
             
          
           
               
                 Capability Area - Demand Generation 
               
               
                 Consumer Marketing Operations and Execution 
               
             
          
           
               
                 Process Participation 
                 The main participation comes 
                 The marketing group engages in 
                 The marketing group engages in 
               
               
                 Who participates in the process 
                 from the marketing and 
                 formal interaction with the 
                 formal interaction with 
               
               
                 execution/approval 
                 advertising groups. There is 
                 customers, supply chain, 
                 customers, supply chain, 
               
               
                   
                 extensive media agency support 
                 procurement and sales groups 
                 procurement and sales groups. 
               
               
                   
                 in the execution of the process. 
                   
                 Vendors are included at the 
               
               
                   
                   
                   
                 forefront of the planning stages. 
               
               
                 Process Creation 
                 The marketing group executes 
                 The marketing plan is executed 
                 The marketing plan is executed 
               
               
                 How the process gets executed 
                 the marketing plan. There is 
                 by marketing group, with 
                 by the marketing group, with 
               
               
                 Points that serve as 
                 extensive media or public 
                 involvement of the 
                 involvement of the 
               
               
                 differentiators in process 
                 relations support. Public 
                 communications group for public 
                 communications group for public 
               
               
                 capability and sophistication 
                 relations, events and 
                 relations activities. Public 
                 relations activities. Messages to 
               
               
                 across the scale 
                 sponsorships promote the 
                 relations, events and sponsorship 
                 consumers are targeted on brands 
               
               
                   
                 corporate image rather than the 
                 groups are used to promote both 
                 and products, with all marketing 
               
               
                   
                 brands or products. Execution is 
                 the corporate image and brand 
                 channels being used in an 
               
               
                   
                 often at the local level with 
                 awareness. The central 
                 integrated way. 
               
               
                   
                 limited head-quarter involvement 
                 marketing group monitors the 
                 Central marketing and 
               
               
                   
                   
                 local activities. 
                 advertising groups have control 
               
               
                   
                   
                   
                 over all advertising conducted in 
               
               
                   
                   
                   
                 the enterprise in order to ensure 
               
               
                   
                   
                   
                 standards are met. 
               
               
                 Process Frequency 
                 Iterations are ongoing while 
                 Iterations are ongoing and 
                 Iterations are ongoing and 
               
               
                 Number of times and frequency 
                 revisions are conducted on an 
                 according to plan, with 
                 according to plan, with 
               
               
                 at which a process is executed 
                 ad-hoc basis and without clear 
                 periodically scheduled reviews. 
                 periodically scheduled reviews. 
               
               
                 Number of iterations required 
                 review criteria 
                 Reviews are executed on an ad- 
                 Reviews are executed on an ad- 
               
               
                 before process is complete 
                   
                 hoc basis. The criteria for 
                 hoc basis and according to 
               
               
                   
                   
                 reviews is well established (e.g. 
                 structured processes that are 
               
               
                   
                   
                 financial targets not achieved, 
                 designed to capture changes in 
               
               
                   
                   
                 company strategy changes, etc.). 
                 internal (e.g., financial target 
               
               
                   
                   
                   
                 achievement) or external (e.g. 
               
               
                   
                   
                   
                 competition, customer 
               
               
                   
                   
                   
                 requirements, vendor 
               
               
                   
                   
                   
                 opportunities) environments. 
               
               
                 Process Inputs 
                 This pertains to the consumer 
                 Same as basic, plus: 
                 Same as progressive, plus events 
               
               
                 Data, intentions, objectives, 
                 marketing plan and includes the 
                 Events briefings 
                 related detailed sales forecast 
               
               
                 materials, information, events, 
                 events calendar, events to be 
                 Past events sales and margin 
                 and margin 
               
               
                 outputs from other processes, etc. 
                 advertised, type of advertising, 
                   
                   
               
               
                   
                 and products/prices to be 
                   
                   
               
               
                   
                 advertised (where applicable). 
                   
                   
               
               
                 Process Outputs 
                 Executed consumer marketing 
                 Executed consumer marketing 
                 Executed consumer marketing 
               
               
                 Decisions, status, events, actions,  
                 plan with some performance 
                 plan with execution reports and 
                 plan with execution reports and 
               
               
                 information, materials, finished 
                 measures 
                 comprehensive performance 
                 maximized $ spent on activities 
               
               
                 product, etc., resulting from the 
                   
                 measurement routinely in place 
                 compared to reach/frequency 
               
               
                 process. 
                   
                 Amended customer development 
                 achieved for specific target 
               
               
                   
                   
                 plan with activities to capture 
                 audience 
               
               
                   
                   
                 shoppers 
                 Amended Customer and Channel 
               
               
                   
                   
                   
                 development plan with activities 
               
               
                   
                   
                   
                 aiming to capture shoppers. 
               
               
                 Process Automation 
                 Mainly manual processes exist 
                 The advertising planning process 
                 Analytical tools for marketing 
               
               
                 Level of automation or tools used 
                 here. 
                 is conducted using basic 
                 activities and advertising 
               
               
                 to shape, enable or execute the 
                   
                 analytical tools, such as storage 
                 planning are relied on heavily. 
               
               
                 process. 
                   
                 tools, (e.g. image database). 
                 Detailed reporting is performed 
               
               
                   
                   
                 The approval process is 
                 on media auditing KPI&#39;s. 
               
               
                   
                   
                 supported by system 
                 Workflows are in place to 
               
               
                   
                   
                 functionalities. 
                 seamlessly connect parties 
               
               
                   
                   
                   
                 involved in the consumer 
               
               
                   
                   
                   
                 marketing execution processes. 
               
               
                 Process Integration 
                 Little integration exists with 
                 Process activities, 
                 Process activities, 
               
               
                 Level of integration the process 
                 other processes (mainly with the 
                 responsibilities and timelines are 
                 responsibilities and timelines are 
               
               
                 has with other processes, 
                 marketing plan to get the 
                 established and well known by 
                 established and well known by 
               
               
                 systems, tools or third parties 
                 products and prices that should 
                 all areas (marketing planning, 
                 all areas (marketing planning, 
               
               
                   
                 be advertised). 
                 agencies, merchandising, supply 
                 agencies, merchandising, supply 
               
               
                   
                   
                 chain, sales and customers). 
                 chain, sales and customers). 
               
               
                   
                   
                 Workflow tools help to achieve 
                 Workflow tools help to achieve 
               
               
                   
                   
                 integration and managing 
                 integration and manage 
               
               
                   
                   
                 deadlines. 
                 deadlines. 
               
               
                   
                   
                   
                 Strong process documentation 
               
               
                   
                   
                   
                 shows how all integration points 
               
               
                   
                   
                   
                 relate to other processes. 
               
               
                 Process Participation 
                 Main participation is from the 
                 The global and local sales groups 
                 The global and local sales groups 
               
               
                 Who participates in the process 
                 local or regional sales group, 
                 are supported by merchandising 
                 are supported by the 
               
               
                 execution/approval 
                 with finance involvement where 
                 and marketing teams. 
                 merchandising and marketing 
               
               
                   
                 needed. 
                 The involvement of the finance 
                 teams. 
               
               
                   
                   
                 group occurs where needed. 
                 The involvement of the finance 
               
               
                   
                   
                   
                 group occurs where needed. 
               
             
          
           
               
                 Capability Area - Demand Generation 
               
               
                 Trade Marketing Operations and Execution 
               
             
          
           
               
                 Process Participation 
                 Main participation is from the 
                 The global and local sales groups 
                 The global and local sales groups 
               
               
                 Who participates in the process 
                 local or regional sales group, with 
                 are supported by merchandising 
                 are supported by merchandising 
               
               
                 execution/approval 
                 finance involvement where 
                 and marketing teams. 
                 and marketing teams. 
               
               
                   
                 needed. 
                 The involvement of the finance 
                 The involvement of the finance 
               
               
                   
                   
                 group occurs where needed. 
                 group occurs where needed. 
               
               
                 Process Creation 
                 The marketing group defines 
                 The marketing group defines 
                 The marketing group defines 
               
               
                 How the process gets executed 
                 promotions, manages pricing and 
                 promotions, manages pricing and 
                 promotions, manages pricing and 
               
               
                 Points that serve as 
                 develops the point of sales 
                 develops the point of sales 
                 develops the point of sales 
               
               
                 differentiators in process 
                 materials. 
                 materials. 
                 materials. 
               
               
                 capability and sophistication 
                 The sales group lists SKU&#39;s with 
                 The sales group lists products 
                 Sales groups negotiate with 
               
               
                 across the scale 
                 buyers at the highest level (with 
                 with buyers, offering limited 
                 buyer trade terms, shelf space, 
               
               
                   
                 no attention to space, assortment 
                 negotiation on space, assortment 
                 assortment and range per specific 
               
               
                   
                 and range). ‘ 
                 and range. 
                 outlet clusters and buyers. 
               
               
                   
                 Merchandisers are occasionally 
                 Merchandisers are activated 
                 Partnering options for co- 
               
               
                   
                 activated. 
                 upfront for specific promotions 
                 funding of promotions are 
               
               
                   
                   
                   
                 explored with buyers. 
               
               
                   
                   
                   
                 Merchandisers play an integral 
               
               
                   
                   
                   
                 role in the monitoring of trade 
               
               
                   
                   
                   
                 promotion activities within the 
               
               
                   
                   
                   
                 trade. 
               
               
                   
                   
                   
                 Scrupulous performance and 
               
               
                   
                   
                   
                 ROI (return on investment) 
               
               
                   
                   
                   
                 monitoring is in place. 
               
               
                 Process Frequency 
                 Ongoing and according to plan, 
                 Ongoing and according to plan, 
                 Ongoing and according to plan, 
               
               
                 Number of times and frequency 
                 with revisions on an ad-hoc basis 
                 with periodically scheduled 
                 with periodically scheduled 
               
               
                 at which a process is executed 
                 and without clear review criteria 
                 reviews 
                 reviews. 
               
               
                 Number of iterations required 
                   
                 Ad-hoc reviews are executed 
                 Ad-hoc review process is based 
               
               
                 before process is complete 
                   
                 when needed. 
                 on structured processes to 
               
               
                   
                   
                 Criteria for reviews are well 
                 capture changes in internal (e.g., 
               
               
                   
                   
                 established (e.g. financial targets 
                 financial target achievement) or 
               
               
                   
                   
                 are not achieved, company 
                 external (e.g. competition, 
               
               
                   
                   
                 strategy changes, etc.). 
                 customer requirements, vendor 
               
               
                   
                   
                   
                 opportunities) environments 
               
               
                 Process Inputs 
                 Trade marketing plan includes: 
                 Same as basic, plus: 
                 Same as progressive, plus: 
               
               
                 Data, intentions, objectives, 
                 Activity calendar, point of sales 
                 Activity briefings, and past 
                 Activity related detailed sales 
               
               
                 materials, information, events, 
                 materials requirements and 
                 activity sales and margin 
                 forecast and margin 
               
               
                 outputs from other processes, etc. 
                 associated logistics 
                   
                   
               
               
                 Process Outputs 
                 Executed trade-marketing plan 
                 Executed trade-marketing plan 
                 Executed trade-marketing plan 
               
               
                 Decisions, status, events, actions, 
                 with some performance 
                 with execution reports and 
                 with execution reports and 
               
               
                 information, materials, finished 
                 measures 
                 comprehensive performance 
                 maximized $ spent on activities 
               
               
                 product, etc., resulting from the 
                   
                 measurement routinely in place 
                 compared to reach/frequency 
               
               
                 process. 
                   
                   
                 achieved for specific target 
               
               
                   
                   
                   
                 audience 
               
               
                 Process Automation 
                 Mainly manual processes 
                 Activity planning is done using 
                 Heavy use of analytical tools for 
               
               
                 Level of automation or tools used 
                   
                 basic analytical tools. 
                 activity planning 
               
               
                 to shape, enable or execute the 
                   
                 Sales force automation tools 
                 Detailed reporting on trade 
               
               
                 process. 
                   
                 include event planning 
                 promotion effectiveness is in place 
               
               
                   
                   
                 capabilities 
                 Sales force Automation tools are 
               
               
                   
                   
                 Approval processes are 
                 integrated with a Trade 
               
               
                   
                   
                 supported by system 
                 Promoton managent tools, 
               
               
                   
                   
                 functionalities. 
                 ensuring a “closed loop” 
               
               
                   
                   
                   
                 promotion process 
               
               
                   
                   
                   
                 Workflows are in place to 
               
               
                   
                   
                   
                 seamlessly connect parties 
               
               
                   
                   
                   
                 involved in the consumer 
               
               
                   
                   
                   
                 marketing execution processes 
               
               
                 Process Integration 
                 Little integration with other 
                 Process activities, 
                 Process activities, 
               
               
                 Level of integration the process 
                 processes (mainly with 
                 responsibilities and timelines are 
                 responsibilities and timelines are 
               
               
                 has with other processes, 
                 marketing) 
                 established and well known by 
                 established and well known by 
               
               
                 systems, tools or third parties 
                   
                 all areas (marketing planning, 
                 all areas (marketing planning, 
               
               
                   
                   
                 merchandising, supply chain, 
                 merchandising, supply chain, 
               
               
                   
                   
                 sales and customers). 
                 sales and customers). 
               
               
                   
                   
                 Workflow tools help to achieve 
                 Workflow tools help to achieve 
               
               
                   
                   
                 integration and managing 
                 integration and managing 
               
               
                   
                   
                 deadlines. 
                 deadlines 
               
               
                   
                   
                   
                 Finance has visibility on the 
               
               
                   
                   
                   
                 budget burn rate and allocation 
               
               
                   
                   
                   
                 Strong process documentation 
               
               
                   
                   
                   
                 show all integration points with 
               
               
                   
                   
                   
                 other processes. 
               
             
          
           
               
                 Capability Area - Demand Generation 
               
               
                 Sales Operations and Execution 
               
             
          
           
               
                 Process Participation 
                 Participants are sales and 
                 Participants are sales and 
                 Participants are sales and 
               
               
                 Who participates in the process 
                 merchandising groups. 
                 merchandising groups, supported 
                 merchandising groups, driven by 
               
               
                 execution/approval 
                   
                 by key account management. 
                 category and brand managers 
               
               
                   
                   
                   
                 and supported by key account 
               
               
                   
                   
                   
                 management. 
               
               
                 Process Creation 
                 Sales planning is conducted with 
                 Sales planning is conducted with 
                 Sales planning is conducted 
               
               
                 How the process gets executed 
                 a top down approach. 
                 a combined top down and 
                 using sophisticated demand 
               
               
                 Points that serve as 
                 Distributors are historical 
                 bottom up approach. 
                 forecasting models. 
               
               
                 differentiators in process 
                 partners. 
                 Distributors are managed in line 
                 Distributors are managed in line 
               
               
                 capability and sophistication 
                 Sales force manages customer 
                 with the route to market strategy 
                 with the route to market strategy 
               
               
                 across the scale 
                 information, queries and 
                 and objectives. 
                 and objectives. 
               
               
                   
                 complaints as well as orders and 
                 A customer service center is in 
                 Sales teams are organized and 
               
               
                   
                 returns. 
                 place to collect and manage 
                 managed according to 
               
               
                   
                 Customer data is updated on an 
                 customer information, queries, 
                 channel/customer potential 
               
               
                   
                 ad hoc basis (e.g. when wrong 
                 complaints, orders and feedback. 
                 Customer and consumer contact 
               
               
                   
                 data prevents invoicing or 
                 Warranties, returns and product 
                 centers are both inbound and 
               
               
                   
                 delivery of products). 
                 recalls are managed by the QA 
                 outbound and play an integral 
               
               
                   
                   
                 group. 
                 part in the proactive sales and 
               
               
                   
                   
                   
                 marketing processes. 
               
               
                   
                   
                   
                 Warranties, returns and product 
               
               
                   
                   
                   
                 recalls including 
               
               
                   
                   
                   
                 communications and logistics are 
               
               
                   
                   
                   
                 coordinated by the sales organization 
               
               
                 Process Frequency 
                 Process frequency is ongoing. 
                 Process frequency is ongoing. 
                 Process frequency is ongoing. 
               
               
                 Number of times and frequency 
                   
                   
                   
               
               
                 at which a process is executed 
                   
                   
                   
               
               
                 Number of iterations required 
                   
                   
                   
               
               
                 before process is complete 
                   
                   
                   
               
               
                 Process Inputs 
                 The trade marketing plans 
                 The trade marketing plans, sales 
                 Process inputs include channel, 
               
               
                 Data, intentions, objectives, 
                   
                 forecasts and/or objectives. 
                 customer and shopper strategy, 
               
               
                 materials, information, events, 
                   
                   
                 trade marketing plans, sales 
               
               
                 outputs from other processes, etc. 
                   
                   
                 forecasts and/or objectives. 
               
               
                 Process Outputs 
                 Process outputs are sales 
                 Process outputs are sales 
                 Process outputs are sales 
               
               
                 Decisions, status, events, actions, 
                 operation and execution. 
                 operation and execution. 
                 operation and execution. 
               
               
                 information, materials, finished 
                   
                   
                   
               
               
                 product, etc., resulting from the 
                   
                   
                   
               
               
                 process. 
                   
                   
                   
               
               
                 Process Automation 
                 The process is mainly manual 
                 Order management is supported 
                 The IT (information technology) 
               
               
                 Level of automation or tools used 
                 processes. Orders are often paper 
                 by ERP&#39;s (enterprise resources 
                 platforms are integrated with 
               
               
                 to shape, enable or execute the 
                 based. Customer specific 
                 plans), with on-line ordering 
                 customers, providing stock 
               
               
                 process. 
                 information is prepared by sales 
                 capabilities deployed to 
                 visibility and pre-set 
               
               
                   
                 back-office for sales force using 
                 customers. 
                 replenishment capabilities. 
               
               
                   
                 office tools (Excel, Word, etc.). 
                 The sales-force is equipped with 
                 The sales-force is equipped with 
               
               
                   
                   
                 mobile devices with direct access 
                 mobile devices with direct access 
               
               
                   
                   
                 to CRM data. 
                 to CRM (customer relationship 
               
               
                   
                   
                 The call-center technologies 
                 management) data, customer 
               
               
                   
                   
                 must support in-bound and out- 
                 statistics and trade promotion 
               
               
                   
                   
                 bound telesales processes. 
                 management 
               
               
                   
                   
                   
                 The call-center technologies 
               
               
                   
                   
                   
                 must support in-bound and out- 
               
               
                   
                   
                   
                 bound telesales processes 
               
               
                 Process Integration 
                 There is little integration with 
                 Process activities, 
                 Process activities, 
               
               
                 Level of integration the process 
                 other processes (mainly with 
                 responsibilities and timelines are 
                 responsibilities and timelines are 
               
               
                 has with other processes, 
                 marketing). 
                 established and well known by 
                 established and well known by 
               
               
                 systems, tools or third parties 
                   
                 all areas (marketing planning, 
                 all areas (marketing planning, 
               
               
                   
                   
                 merchandising, supply chain, 
                 merchandising, supply chain, 
               
               
                   
                   
                 sales and customers). 
                 sales and customers). 
               
               
                   
                   
                 There are workflow tools in 
                 Order to Cash is executed 
               
               
                   
                   
                 place helping to achieve 
                 seamlessly throughout the 
               
               
                   
                   
                 integration and managing 
                 organization 
               
               
                   
                   
                 deadlines. 
                 There are workflow tools in 
               
               
                   
                   
                   
                 place to help achieve integration 
               
               
                   
                   
                   
                 and managing deadlines. 
               
               
                   
                   
                   
                 Strong process documentation 
               
               
                   
                   
                   
                 shows all integration points with 
               
               
                   
                   
                   
                 other processes. 
               
             
          
           
               
                 DEMAND SYNCHRONIZATION 
               
               
                 Capability Area - Demand Synchronization 
               
               
                 Integrated Demand and Supply Planning 
               
             
          
           
               
                 Process Participation 
                 Supply Chain and other 
                 Supply Chain and other 
                 Supply Chain and other 
               
               
                 Who participates in the process 
                 functional managers. Other 
                 functional managers. 
                 functional managers, Third party 
               
               
                 execution/approval 
                 functional managers participate 
                 Participation of other functions is 
                 providers are called for special 
               
               
                   
                 in an unstructured and ad hoc 
                 continuous and is not restricted 
                 information gathering or policy 
               
               
                   
                 fashion. 
                 to a few meetings. 
                 communication 
               
               
                   
                 Unclear accountability. Function 
                 Supply Chain and other 
                 Participants fully understand the 
               
               
                   
                 which creates statistical forecast 
                 functions (Marketing, Sales, 
                 processes within their group and 
               
               
                   
                 signs-off 
                 Finance and Operations) sign-off 
                 the integration of these with 
               
               
                   
                   
                 on one number forecast 
                 other groups as well as 
               
               
                   
                   
                   
                 customers and vendors. 
               
               
                   
                   
                   
                 Function with overall profit/loss 
               
               
                   
                   
                   
                 responsibility has forecast sign- 
               
               
                   
                   
                   
                 off. Accountability across 
               
               
                   
                   
                   
                 enterprise boundaries 
               
               
                 Process Creation 
                 Ad hoc meetings between key 
                 A more formal cross-functional 
                 Proactive formal meetings held 
               
               
                 How the process gets executed 
                 impacted functions held in a 
                 S&amp;OP process exists. Managers 
                 between all functional teams 
               
               
                 Points that serve as 
                 reactive or fire-fighting mode. 
                 from several functions (e.g. 
                 across the extended supply 
               
               
                 differentiators in process 
                 All analysis conducted manually 
                 Marketing, Sales, Finance, New 
                 chain. 
               
               
                 capability and sophistication 
                 using spreadsheet based tools. 
                 Product Development, 
                 Scenario, what-if and 
               
               
                 across the scale 
                 No what-if analysis capability is 
                 Operations) play an equal part in 
                 optimization analysis capability 
               
               
                   
                 available. 
                 decision-making 
                 is used, based on profit and 
               
               
                   
                 An informal S&amp;OP (Sales and 
                 Proactive formal meetings held 
                 similar drivers. 
               
               
                   
                 Operations Planning) process 
                 between core functional teams. 
                 S&amp;OP process designed to (1) 
               
               
                   
                 exists where decisions are made 
                 Scenario and what-if analysis 
                 facilitate senior management 
               
               
                   
                 based upon partial facts and with 
                 capability is used, based mainly 
                 review of demand and supply 
               
               
                   
                 one function typically 
                 on cost and gross sales drivers. 
                 plans and (2) provide a forum 
               
               
                   
                 influencing others 
                   
                 where business decisions (which 
               
               
                   
                   
                   
                 will balance supply and demand 
               
               
                   
                   
                   
                 processes) can be agreed upon 
               
               
                 Process Frequency 
                 Quarterly, with few iterations - 
                 Annual plans with quarterly 
                 Annual planning with quarterly 
               
               
                 Number of times and frequency 
                 reconciling past with present 
                 revisions and monthly reviews 
                 revisions and monthly reviews 
               
               
                 at which a process is executed 
                 needs. Usually few revisions are 
                   
                 focused on what-if scenarios and 
               
               
                 Number of iterations required 
                 made. 
                   
                 optimization analyses. 
               
               
                 before process is complete 
                   
                   
                 Continuous reduction of costs 
               
               
                   
                   
                   
                 and improved service by 
               
               
                   
                   
                   
                 analyzing and adapting the 
               
               
                   
                   
                   
                 fulfillment infrastructure to meet 
               
               
                   
                   
                   
                 changes in market and 
               
               
                   
                   
                   
                 geographic demand. 
               
               
                 Process Inputs 
                 Multiple operating plans are used 
                 One agreed plan used to drive 
                 One integrated plan is used to 
               
               
                 Data, intentions, objectives, 
                 to drive business activities and 
                 business activities - however 
                 drive all business activities - 
               
               
                 materials, information, events, 
                 actions. 
                 some functions still use 
                 with no other plans developed or 
               
               
                 outputs from other processes, etc. 
                 Forecast based on actual sales or 
                 additional plans 
                 tracked. 
               
               
                   
                 shipment history for existing 
                 Forecast is integrated with sales 
                 Integration of real-time demand 
               
               
                   
                 product 
                 and customer input 
                 information (based on Point of 
               
               
                   
                 No sales force input into the 
                 Baseline statistical forecast 
                 Sale data) 
               
               
                   
                 forecast 
                 generated using demand history 
                 Collaborative improvement of 
               
               
                   
                 Forecasting by different 
                 that most closely resembles 
                 forecast with customers 
               
               
                   
                 functional areas 
                 “Customer Demand” 
                 (integrated feedback loop) 
               
               
                   
                   
                 Market trends and promotions 
                 marketing, sales, operations, etc. 
               
               
                   
                   
                 incorporated 
                 Utilization of 3rd party 
               
               
                   
                   
                 Exception based forecast 
                 syndicated market information 
               
               
                   
                   
                 management 
                 for promotion impacts 
               
               
                 Process Outputs 
                 Plans for sales (volumes, by 
                 Integrated sales and operations 
                 Fully integrated sales and 
               
               
                 Decisions, status, events, actions, 
                 channel, brand and category) and 
                 plans, medium to longer term 
                 operations plans (only one 
               
               
                 information, materials, finished 
                 for supply chain management 
                 needs for capacity increases, 
                 integrated plan for the company), 
               
               
                 product, etc., resulting from the 
                 (demand, inventory levels, 
                 recommendations for “renting” 
                 long term needs for capacity 
               
               
                 process. 
                 supply coverage), basic make/ 
                 external capacity (warehouse, 
                 increases, recommendations for 
               
               
                   
                 buy decisions for key products 
                 transportation, production), etc. 
                 “renting” external capacity 
               
               
                   
                 for the short term. 
                 Multiple views of the same 
                 (warehouse, transportation, 
               
               
                   
                 Multiple forecasts exist for 
                 forecast are available (e.g., in 
                 production), financial impacts on 
               
               
                   
                 different functions (e.g., Finance, 
                 tons for manufacturing, $ for 
                 trade-offs, etc. 
               
               
                   
                 Sales, Production, etc.) 
                 sales) and product, customer and 
                 Consensus forecast across 
               
               
                   
                 S&amp;OP meeting results are 
                 geographical hierarchies are used 
                 functions 
               
               
                   
                 collected and published in 
                 S&amp;OP meeting results are 
                 S&amp;OP meeting results analyzed 
               
               
                   
                 consistent ways. 
                 published and show trends in 
                 in different ways depending on 
               
               
                   
                   
                 place as well as comments. 
                 problems to be addressed or 
               
               
                   
                   
                   
                 improvement programs  
               
               
                   
                   
                   
                 implemented. 
               
               
                 Process Automation 
                 Data is maintained and reported 
                 Data is maintained and sourced 
                 Data is maintained and sourced 
               
               
                 Level of automation or tools used 
                 using desktop based tools such 
                 from ERP applications and 
                 from ERP applications and 
               
               
                 to shape, enable or execute the 
                 as MS Excel and ad hoc MS 
                 reported using a mix of desktop 
                 reported using a web enabled 
               
               
                 process. 
                 Access applications. 
                 tools and ERP reporting tools, 
                 integrated planning workbench. 
               
               
                   
                 Statistical forecasting tools are 
                 Multiple algorithms simulated to 
                 Use statistical correlations 
               
               
                   
                 not available or are highly 
                 create a “best-fit” forecast 
                 between POS data tracked at the 
               
               
                   
                 rudimentary 
                 Statistical techniques are well 
                 top key accounts and total Sell- 
               
               
                   
                 Forecasting techniques are 
                 understood by users; Correlation 
                 Through 
               
               
                   
                 largely judgmental versus 
                 between demand for substitute 
                 ABC classification and demand 
               
               
                   
                 statistical 
                 and complementary products is 
                 planning horizon used to balance 
               
               
                   
                 Limited systems support and 
                 evaluated 
                 effort and value 
               
               
                   
                 flexibility to provide different 
                 Lag analysis is applied to 
                 Expert systems, Econometrics or 
               
               
                   
                 views of the forecast (i.e., 
                 understand impact of events on 
                 Neural networks used to generate 
               
               
                   
                 aggregation levels, time buckets, 
                 demand 
                 and evaluate strategic forecasts 
               
               
                   
                 time horizons, sales divisions, 
                 Basic understanding of causal 
                 Integrated software ensures 
               
               
                   
                 etc.) 
                 factors 
                 integration across all planning 
               
               
                   
                   
                 Forecast systems can be adjusted 
                 functions by allowing everyone 
               
               
                   
                   
                 to account for special events and 
                 to work from the same 
               
               
                   
                   
                 promotions 
                 information with little delays 
               
               
                   
                   
                 Both original forecast and 
                 caused by interfacing 
               
               
                   
                   
                 adjusted forecast can be 
                 Collaborative Forecasting with 
               
               
                   
                   
                 tracked/stored for performance 
                 Customers through use of 
               
               
                   
                   
                 monitoring 
                 collaborative planning software 
               
               
                   
                   
                   
                 via Internet capabilities 
               
               
                 Process Integration 
                 No integrated planning 
                 Integrated planning seen as an 
                 Integrated planning embedded 
               
               
                 Level of integration the process 
                 capability per se to integrate into 
                 essential addition to business as 
                 into organizational operating 
               
               
                 has with other processes, 
                 the organization. 
                 usual. 
                 processes to the extent that it is 
               
               
                 systems, tools or third parties 
                 Multiple systems used for 
                 Forecasting, supply planning and 
                 part of business as usual. 
               
               
                   
                 forecasting, planning and 
                 execution systems are integrated 
                 Forecasting, supply planning and 
               
               
                   
                 execution are not integrated 
                   
                 execution systems are integrated 
               
               
                   
                   
                   
                 Online access to forecast 
               
               
                   
                   
                   
                 Consensus forecast available via 
               
               
                   
                   
                   
                 internet to suppliers and other 
               
               
                   
                   
                   
                 external partners 
               
             
          
           
               
                 Capability Area - Demand Synchronization 
               
               
                 Product Lifecycle Management 
               
             
          
           
               
                 Process Participation 
                 Chief marketing officer and 
                 Chief marketing officer and 
                 C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 marketing group, with review by 
                 marketing group with inputs 
                 executive team collaboration 
               
               
                 execution/approval 
                 CEO and/or board of directors 
                 from sales and production 
                 facilitated by Chief marketing 
               
               
                   
                 Independent program 
                 groups, Review by c-level (CIO, 
                 officer and/or Chief Sales 
               
               
                   
                 management body 
                 CFO, CEO)/executive team and 
                 Officer, Review by board of 
               
               
                   
                   
                 board of directors 
                 directors 
               
               
                   
                   
                 Heavy-weight program 
                 Program management 
               
               
                   
                   
                 leadership to drive change, with 
                 established as a career milestone, 
               
               
                   
                   
                 visible senior executive support 
                 with appropriate reward structure 
               
               
                   
                   
                 Very senior executives act as 
                 Team incentives based on 
               
               
                   
                   
                 “Godfathers”, or sponsors, for 
                 program performance 
               
               
                   
                   
                 specific projects 
                   
               
               
                 Process Creation 
                 Workflow and process 
                 Establishment of a Product 
                 Continuous improvement 
               
               
                 How the process gets executed 
                 documentation in place 
                 Definition Stage, in which all 
                 program documented and 
               
               
                 Points that serve as 
                   
                 requirements are spelled out and 
                 executed 
               
               
                 differentiators in process 
                   
                 agreed to 
                 R&amp;D undertaken as part of a 
               
               
                 capability and sophistication 
                   
                 Use of stage-gates to control 
                 holistic strategic framework 
               
               
                 across the scale 
                   
                 processes and make go/no-go 
                   
               
               
                   
                   
                 decisions 
                   
               
               
                 Process Frequency 
                 Annual plans, with ad hoc 
                 Annual plans with quarterly 
                 Annual planning with defined 
               
               
                 Number of times and frequency 
                 review during the year 
                 reviews and defined stage gates 
                 stage gates and monthly reviews 
               
               
                 at which a process is executed 
                   
                   
                   
               
               
                 Number of iterations required 
                   
                   
                   
               
               
                 before process is complete 
                   
                   
                   
               
               
                 Process Inputs 
                 Market requirements and risk 
                 Product line strategy dictates 
                 Product strategy aligned to 
               
               
                 Data, intentions, objectives, 
                 considered when making product 
                 split of product development 
                 supply chain capabilities 
               
               
                 materials, information, events, 
                 line decisions 
                 resources into new product 
                 Customer ability to design 
               
               
                 outputs from other processes, etc. 
                 Targeted customer input to 
                 projects, platform projects, and 
                 specific elements or whole 
               
               
                   
                 define product/solution needs 
                 maintenance projects 
                 system through largely 
               
               
                   
                 Customer requirements and 
                 Extensive, direct customer 
                 configurable input 
               
               
                   
                 feedback stored as documents 
                 interaction in defining 
                 Structured, closed loop customer 
               
               
                   
                   
                 product/solution programs and 
                 collaboration throughout product 
               
               
                   
                   
                 requirements 
                 lifecycle, through focus groups 
               
               
                   
                   
                 Senior level customer 
                 and advisory councils 
               
               
                   
                   
                 engagement in program reviews 
                 Customer requirements and 
               
               
                   
                   
                 Customer requirements and 
                 feedback looped into new 
               
               
                   
                   
                 feedback stored as knowledge 
                 product development 
               
               
                   
                   
                 linked to corresponding 
                   
               
               
                   
                   
                 products, systems, and parts 
                   
               
               
                 Process Outputs 
                 Product focused definition and 
                 Formal business case 
                 Creation of robust product and 
               
               
                 Decisions, status, events, actions, 
                 prioritization of customer 
                 development for recommended 
                 market entry strategy 
               
               
                 information, materials, finished 
                 requirements 
                 initiatives and prioritization of 
                 Requirements are analyzed 
               
               
                 product, etc., resulting from the 
                 Funds based on needs and risk 
                 requirements 
                 across the entire portfolio to 
               
               
                 process. 
                 sharing 
                 Business objectives are 
                 ensure that the needs of market 
               
               
                   
                   
                 determined by project for 
                 niches will be met 
               
               
                   
                   
                 incremental and radical R&amp;D 
                   
               
               
                 Process Automation 
                 Process modeling using existing 
                 System level simulation and 
                 System level and modular 
               
               
                 Level of automation or tools used 
                 manufacturing process 
                 prototyping 
                 simulation and prototyping 
               
               
                 to shape, enable or execute the 
                 Simulation used on a one-off 
                 NPI (New Product Introduction) 
                 NPI tools extended to supplier 
               
               
                 process. 
                 basis 
                 tools fully integrated with ERP 
                 and vendor partners 
               
               
                   
                   
                 system 
                   
               
               
                 Process Integration 
                 Limited communication between 
                 Sales and marketing visibility to 
                 Tight integration between sales 
               
               
                 Level of integration the process 
                 Marketing and R&amp;D, Supply 
                 R&amp;D, supply chain, 
                 and marketing, supply chain and 
               
               
                 has with other processes, 
                 Chain, Manufacturing 
                 manufacturing data, and vice 
                 manufacturing, including 
               
               
                 systems, tools or third parties 
                   
                 versa 
                 collaborative workflow 
               
               
                   
                   
                 Design for supply chain 
                 Design optimized for total 
               
               
                   
                   
                 (production and distribution) 
                 lifecycle cost 
               
               
                   
                   
                 constraints, manufacturability, 
                 Strategic sourcing decisions are 
               
               
                   
                   
                 quality and regulatory 
                 part of the product development 
               
               
                   
                   
                 compliance 
                 process 
               
               
                   
                   
                 Two-way dialog regarding 
                 Product designs take into 
               
               
                   
                   
                 manufacturing requirements and 
                 account customer requirements 
               
               
                   
                   
                 supplier capabilities 
                 Validation of supplier capacity 
               
               
                   
                   
                   
                 and production processes occurs 
               
             
          
           
               
                 Capability Area - Demand Synchronization 
               
               
                 Portfolio Optimization 
               
             
          
           
               
                 Process Participation 
                 Chief marketing officer and 
                 Chief marketing officer and 
                 C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 marketing group, with review by 
                 marketing group with inputs 
                 executive team collaboration 
               
               
                 execution/approval 
                 CEO and/or board of directors 
                 from sales and supply chain, 
                 facilitated by Chief marketing 
               
               
                   
                   
                 Review by c-level (CIO, CFO, 
                 officer and/or Chief Sales  
               
               
                   
                   
                 CEO)/executive team and board 
                 Officer, Review by board of 
               
               
                   
                   
                 of directors 
                 directors 
               
               
                 Process Creation 
                 Product portfolio management 
                 Partially structured approach to 
                 Product portfolio management 
               
               
                 How the process gets executed 
                 decisions based on intuition 
                 product portfolio management, 
                 approached in a disciplined, 
               
               
                 Points that serve as 
                 rather than evidence and analysis 
                 with frequent but static product 
                 scientific manner. Decisions 
               
               
                 differentiators in process 
                 of product profitability. 
                 profitability analysis and 
                 based on constant product 
               
               
                 capability and sophistication 
                 Product expansion and 
                 tracking. 
                 profitability analysis and 
               
               
                 across the scale 
                 refreshment ad hoc and 
                 Activities to manage product 
                 tracking. 
               
               
                   
                 opportunistic. Retirement does 
                 across lifecycle; often based on 
                 Active management of product 
               
               
                   
                 not occur until product is losing 
                 intuition with periodic 
                 over its life cycle. Expansions 
               
               
                   
                 money. 
                 refreshments. 
                 and refreshments planned. 
               
               
                 Process Frequency 
                 Addressed in an ad-hoc manner 
                 Portfolio optimization is done 
                 Portfolio optimization is done 
               
               
                 Number of times and frequency 
                   
                 annually, with a mid-year 
                 annually, with quarterly refreshes 
               
               
                 at which a process is executed 
                   
                 checkpoint for revision. 
                 or adjustments based on current 
               
               
                 Number of iterations required 
                   
                   
                 performance, forecast, 
               
               
                 before process is complete 
                   
                   
                 competitor actions, and market 
               
               
                   
                   
                   
                 trend data. 
               
               
                 Process Inputs 
                 Inputs include business portfolio 
                 Inputs include portfolio planning 
                 Inputs include portfolio planning 
               
               
                 Data, intentions, objectives, 
                 matrik and key prioritized 
                 with key businesses financial 
                 with key business units, strategic 
               
               
                 materials, information, events, 
                 businesses prospects. 
                 targets, business unit roles and 
                 intent for each of the business 
               
               
                 outputs from other processes, etc.  
                 Limited availability of 
                 strategic intent by group of 
                 units in the portfolio, financial 
               
               
                   
                 information about the markets, 
                 categories as well as a prioritized 
                 targets, and major targets, along 
               
               
                   
                 customers or partners makes 
                 list of prospects. 
                 with multi-year view and 
               
               
                   
                 effective management difficult 
                 Significant information about 
                 emerging business opportunities. 
               
               
                   
                   
                 markets, customers and partners 
                 Active input from market 
               
               
                   
                   
                 made available, collated 
                 intelligence 
               
               
                   
                   
                 manually and locally 
                 A large volume of market, 
               
               
                   
                   
                   
                 customer and partner intelligence 
               
               
                   
                   
                   
                 is collated, analyzed, and made 
               
               
                   
                   
                   
                 available to aid marketing 
               
               
                   
                   
                   
                 planning and decision-making 
               
               
                 Process Outputs 
                 Output is the product portfolio 
                 Outputs include prioritized 
                 Prioritized product portfolio 
               
               
                 Decisions, status, events, actions, 
                   
                 product portfolio matrix 
                 matrix, with continuous measure 
               
               
                 information, materials, finished 
                   
                   
                 of product performance 
               
               
                 product, etc., resulting from the 
                   
                   
                   
               
               
                 process. 
                   
                   
                   
               
               
                 Process Automation 
                 No automation is used in the 
                 Some automation used to 
                 Automation is used to perform 
               
               
                 Level of automation or tools used 
                 process, other than presentation 
                 perform basic analytics, along 
                 business performance modeling 
               
               
                 to shape, enable or execute the 
                 software and system reports. 
                 with system reports and 
                 and simulation, comparative data 
               
               
                 process. 
                   
                 presentation software. 
                 and trend analysis, forecasting, 
               
               
                   
                   
                 Access DB/Excel financial 
                 and financial analysis. 
               
               
                   
                   
                 models 
                 Constraint-based planning with 
               
               
                   
                   
                   
                 real-time input from Product 
               
               
                   
                   
                   
                 Creation and other systems, 
               
               
                   
                   
                   
                 Profitability and Process Metric 
               
               
                   
                   
                   
                 reports across product lines 
               
               
                 Process Integration 
                 Little to no integration with other  
                 Integrated with sales, production 
                 Portfolio planning is integrated 
               
               
                 Level of integration the process 
                 functions 
                 and supply chain functions 
                 with other functional areas such 
               
               
                 has with other processes, 
                 Lack of clear buy-in to the 
                 Informal buy-in to the business&#39; 
                 as production, supply chain, 
               
               
                 systems, tools or third parties 
                 portfolio management strategy. 
                 portfolio management strategy, 
                 commercial etc. to optimize 
               
               
                   
                 Business is decentralized and 
                 but no formalized structure to 
                 business unit roles and target 
               
               
                   
                 departments operate with a high 
                 control the activities of different 
                 performance. 
               
               
                   
                 degree of independence. 
                 departments, channels and 
                 Business-wide buy-in to the 
               
               
                   
                   
                 partners 
                 portfolio management strategy, 
               
               
                   
                   
                   
                 with a high level of coordination 
               
               
                   
                   
                   
                 across business lines, channels 
               
               
                   
                   
                   
                 and partners 
               
             
          
           
               
                 Capability Area - Demand Synchronization 
               
               
                 Route to Market 
               
             
          
           
               
                 Process Participation 
                 Sales and Marketing function 
                 Sales and Marketing jointly drive 
                 Sales, Supply Chain and 
               
               
                 Who participates in the process 
                 primarily, with CEO taking the 
                 Route to Market strategy 
                 Marketing drive Route to Market 
               
               
                 execution/approval 
                 final decisions 
                 Supply Chain supports the 
                 and Portfolio strategy 
               
               
                   
                   
                 process marginally 
                 Brand Managers involved in new 
               
               
                   
                   
                   
                 product route to market 
               
               
                 Process Creation 
                 Limited analysis undertaken, 
                 Moderate amount of analysis 
                 Extensive advanced analysis 
               
               
                 How the process gets executed 
                 with a view to tailoring offerings 
                 conducted to tailor offerings to 
                 undertaken to provide products, 
               
               
                 Points that serve as 
                 to specific markets or customer 
                 perceived needs of target 
                 services and treatments in line 
               
               
                 differentiators in process 
                 groups 
                 markets. 
                 with the business strategy; 
               
               
                 capability and sophistication 
                 Limited ability to serve 
                 Some understanding of the value 
                 process provides consistent 
               
               
                 across the scale 
                 customers through the most 
                 of different channels, but limited 
                 repeatable approach 
               
               
                   
                 commercially appropriate 
                 ability to take the appropiate 
                 Clear strategy to interact with 
               
               
                   
                 channel 
                 action no maximize business 
                 customers through the channels 
               
               
                   
                   
                 returns 
                 which will provide a 
               
               
                   
                   
                   
                 differentiated customer 
               
               
                   
                   
                   
                 experience, and build a lasting and  
               
               
                   
                   
                   
                 mutually profitable relationship 
               
               
                 Process Frequency 
                 One-time. Review only when 
                 Annual with informal reviews, 
                 Reviewed on a regular basis to 
               
               
                 Number of times and frequency 
                 new businesses or products are 
                 primarily as a result of 
                 ensure continuing fit 
               
               
                 at which a process is executed 
                 added 
                 performance issues 
                   
               
               
                 Number of iterations required 
                   
                   
                   
               
               
                 before process is complete 
                   
                   
                   
               
               
                 Process Inputs 
                 Route to Market based on 
                 Based on some basic analysis of 
                 Based on a clear data-driven 
               
               
                 Data, intentions, objectives, 
                 historical performance 
                 market trends 
                 understanding of likely future 
               
               
                 materials, information, events, 
                 Lack of insight to drive business 
                 Some application of customer 
                 market conditions. 
               
               
                 outputs from other processes, etc. 
                 decisions and actions. 
                 understanding to drive business 
                 Fully integrated, insight-driven 
               
               
                   
                   
                 decisions and actions 
                 process to incorporate customer 
               
               
                   
                   
                   
                 and market intelligence into 
               
               
                   
                   
                   
                 route to market decisions, and 
               
               
                   
                   
                   
                 track market results. 
               
               
                 Process Outputs 
                 All customers/channels offered 
                 Customized services and 
                 Targeted product/service 
               
               
                 Decisions, status, events, actions, 
                 same services/products - 
                 products for each customer 
                 offerings delivered with clear 
               
               
                 information, materials, finished 
                 offering not tailored to the needs 
                 group/channel based on fact- 
                 value propositions for targeted 
               
               
                 product, etc., resulting from the 
                 and budget of the 
                 based analysis 
                 customer groups, prioritized based  
               
               
                 process. 
                 customer/channel 
                   
                 on market opportunity, competitive  
               
               
                   
                   
                   
                 presence, and vendor capability 
               
               
                 Process Automation 
                 No documentation of 
                 Some documentation of 
                 Documented process is 
               
               
                 Level of automation or tools used 
                 processes/approach 
                 processes/approaches 
                 communicated and enforced 
               
               
                 to shape, enable or execute the 
                   
                   
                 across the entire business, 
               
               
                 process. 
                   
                   
                 promoting consistency 
               
               
                 Process Integration 
                 Minimal formal interaction 
                 Limited collaboration between 
                 Extensive ongoing collaboration 
               
               
                 Level of integration the process 
                 between Sales, Marketing and 
                 Sales, Marketing and Supply 
                 between Sales, Marketing and 
               
               
                 has with other processes, 
                 Supply Chain 
                 Chain functions 
                 other functions 
               
               
                 systems, tools or third parties 
                   
                   
                   
               
             
          
           
               
                 DEMAND FULFILLMENT 
               
               
                 Capability Area - Demand Fulfillment 
               
               
                 Supply Chain Strategy and Execution 
               
             
          
           
               
                 Process Participation 
                 Limited involvement of 
                 Consumer analysis, market 
                 Involvement of key functional 
               
               
                 Who participates in the process 
                 functional areas apart from 
                 analysis, competitor analysis and 
                 areas: Sales and Marketing 
               
               
                 execution/approval 
                 Supply Chain 
                 base lining completed with 
                 (market trends and channels 
               
               
                   
                   
                 supply chain organization using 
                 perspectives), Customer Service 
               
               
                   
                   
                 comparative, internal 
                 (customer demands), Finance 
               
               
                   
                   
                 benchmarks. 
                 (cost auditing), IT (high level 
               
               
                   
                   
                   
                 technical architecture) and 
               
               
                   
                   
                   
                 Logistics with Supply chain 
               
               
                   
                   
                   
                 organization using comparative 
               
               
                   
                   
                   
                 best-in-class external/internal 
               
               
                   
                   
                   
                 benchmarks 
               
               
                   
                   
                   
                 Extensive collaboration with 
               
               
                   
                   
                   
                 customers and suppliers, 
               
               
                   
                   
                   
                 extending planning both 
               
               
                   
                   
                   
                 upstream and downstream. 
               
               
                   
                   
                   
                 Recognizing the importance of 
               
               
                   
                   
                   
                 talent and career development to 
               
               
                   
                   
                   
                 optimize resource utilization. 
               
               
                 Process Creation 
                 Ad-hoc, standalone SC 
                 SC “strategy” processes are less 
                 End to end approach (Total cost 
               
               
                 How the process gets executed 
                 “strategy” process more focused 
                 focused on financial 
                 approach) with SC “strategy” 
               
               
                 Points that serve as 
                 on financial/budget objectives 
                 objectives/budget and more on 
                 processes integrated with other 
               
               
                 differentiators in process 
                 than capability development 
                 required capabilities 
                 organizational processes. 
               
               
                 capability and sophistication 
                 Strategic planning process is 
                 Strategies include some 
                 Strategies start from the 
               
               
                 across the scale 
                 more internally focused. 
                 customer perspective, but not 
                 customer and work backwards 
               
               
                   
                 Customer requirements, if 
                 integrated into formal planning 
                 into organization and suppliers 
               
               
                   
                 discussed, are limited to fill-rate 
                 process 
                 Integrated “roadmap” which 
               
               
                   
                 and service levels 
                 Increased emphasis on annual 
                 paints a clear picture of current 
               
               
                   
                 “Disconnect” between strategy 
                 performance planning and 
                 SC performance, key 
               
               
                   
                 and execution strategy is a 
                 defining a “high level roadmap” 
                 improvement objectives, and 
               
               
                   
                 “one time effort” 
                 to get there 
                 milestones action plan 2-3 years out 
               
               
                   
                 Limited focus on “big picture”, 
                 Focus on operational excellence 
                 Strategic intent translated into 
               
               
                   
                 focused on making plan or 
                   
                 defined action plans, monitored 
               
               
                   
                 meeting performance objectives 
                   
                 to ensure execution 
               
               
                   
                 quarter by quarter. 
                   
                 Continuous improvement - 
               
               
                   
                   
                   
                 significant emphasis on six 
               
               
                   
                   
                   
                 sigma, TQM, analyze issues, 
               
               
                   
                   
                   
                 define root cause, and take 
               
               
                   
                   
                   
                 corrective actions 
               
               
                   
                   
                   
                 Planning for and responding well 
               
               
                   
                   
                   
                 to disruptions and opportunities. 
               
               
                   
                   
                   
                 Focus on building solutions for 
               
               
                   
                   
                   
                 tomorrow&#39;s problems today 
               
               
                 Process Frequency  
                 Executed every year 
                 Formal supply chain strategy 
                 Formal supply chain strategy 
               
               
                 Number of times and frequency 
                 Focused on upcoming fiscal year/ 
                 planning process every 2-3 years 
                 planning process as part of 
               
               
                 at which a process is executed 
                 budget 
                 Execution on a continual basis 
                 annual business planning cycle 
               
               
                 Number of iterations required 
                   
                   
                 Focused on 2-3 year horizon; 
               
               
                 before process is complete 
                   
                   
                 where company needs to be in 
               
               
                   
                   
                   
                 order to execute business plan 
               
               
                   
                   
                   
                 Potential review when relevant 
               
               
                   
                   
                   
                 new aspects appear (e.g. M&amp;A, 
               
               
                   
                   
                   
                 significant changes in sales trends) 
               
               
                   
                   
                   
                 Execution on a continual basis 
               
               
                 Process Inputs 
                 Last year&#39;s results, financial 
                 Current information and strategic 
                 Projected information and 
               
               
                 Data, intentions, objectives, 
                 objectives, historical 
                 vision along with historical 
                 strategic vision along with 
               
               
                 materials, information, events, 
                 product/segment trends. 
                 information. 
                 organizational potential and 
               
               
                 outputs from other processes, etc. 
                 Data not easily accessible 
                 Weekly reconciliation of similar 
                 capability requirements. 
               
               
                   
                 Data accuracy procedures not in 
                 data elements across systems at 
                 Industry Best Practices and 
               
               
                   
                 use (e.g., root cause analysis, 
                 all levels 
                 Benchmark data also serve as a 
               
               
                   
                 reconciliation/tie-out process) 
                 Key customer/market 
                 crucial input. 
               
               
                   
                 Multiple sources exist for the 
                 requirements are identified but 
                 Key customer/market 
               
               
                   
                 same data element 
                 not aligned to required 
                 requirements are aligned to new 
               
               
                   
                   
                 capabilities 
                 and existing supply chain 
               
               
                   
                   
                 Synchronized data entities across 
                 capabilities 
               
               
                   
                   
                 systems and enterprises (naming 
                 All data available as required in 
               
               
                   
                   
                 standards, formatting, internal 
                 the desired format 
               
               
                   
                   
                 data usage) 
                   
               
               
                 Process Outputs 
                 Copy of last year&#39;s plans and 
                 Updated plans based on current 
                 Forward looking plans based on 
               
               
                 Decisions, status, events, actions, 
                 output revised to reflect 
                 market conditions and strategic 
                 projected market conditions and 
               
               
                 information, materials, finished 
                 performance objectives. 
                 plan. 
                 strategic opportunities as well as 
               
               
                 product, etc., resulting from the 
                 Completed execution process 
                 Completed execution process 
                 the potential of the organization. 
               
               
                 process. 
                   
                 with rudimentary inputs into the 
                 Completed execution process 
               
               
                   
                   
                 supply chain plans 
                 with detailed inputs into the 
               
               
                   
                   
                   
                 supply chain plans. A detailed 
               
               
                   
                   
                   
                 comparison with best in class 
               
               
                   
                   
                   
                 process and delineation of 
               
               
                   
                   
                   
                 possible go forwards with 
               
               
                   
                   
                   
                 specific thrust areas. 
               
               
                 Process Automation 
                 Processes completed by 
                 Process completed with 
                 Process completed with zero- 
               
               
                 Level of automation or tools used 
                 individuals with spreadsheets, 
                 integrated groupware and 
                 based plans that begin with an 
               
               
                 to shape, enable or execute the 
                 email and paper. 
                 workflow tools. 
                 understanding of customer needs 
               
               
                 process. 
                 Data has not been aligned to 
                 Fast follower of new 
                 and value drivers, organizational 
               
               
                   
                 perform integrated planning 
                 technologies 
                 and competitor strengths and 
               
               
                   
                 (e.g., consistent coding for 
                 Outsourcing is considered but is 
                 weaknesses and forward-looking 
               
               
                   
                 products, locations, etc.) 
                 not thoroughly understood as a 
                 trends. Operational modeling 
               
               
                   
                 Late adopter of new technologies 
                 process alternative. 
                 tools used to evaluate numerous 
               
               
                   
                 Wait for economically affordable 
                   
                 scenarios. Baselines developed 
               
               
                   
                 innovations 
                   
                 based on the full potential of the 
               
               
                   
                   
                   
                 organization. 
               
               
                   
                   
                   
                 Leading edge technologies 
               
               
                   
                   
                   
                 applied (RFID and sensors) 
               
               
                 . 
                   
                   
                 Drive others to adopt (e.g. Wal-Mart 
               
               
                   
                   
                   
                 and RFID) 
               
               
                   
                   
                   
                 Outsourcing solutions 
               
               
                   
                   
                   
                 understood and considered. 
               
               
                   
                   
                   
                 Successful approaches 
               
               
                   
                   
                   
                 immediately communicated and 
               
               
                   
                   
                   
                 deployed synchronously on a 
               
               
                   
                   
                   
                 global basis. 
               
               
                 Process Integration 
                 Linkage between research, 
                 Relationship between consumer 
                 Supply chain transaction 
               
               
                 Level of integration the process 
                 baselines and plans is unclear. 
                 trends, market trends and 
                 processing systems, web-based 
               
               
                 has with other processes, 
                 Processes are integrated loosely 
                 competitor capabilities is 
                 EDI, workflow tools, analytic 
               
               
                 systems, tools or third parties 
                 based on the knowledge of a few 
                 articulated in process 
                 tools, and often data warehouses 
               
               
                   
                 individuals. 
                 Meetings include manager-level 
                 are used. 
               
               
                   
                 Supply Chain Process does not 
                 personnel from Marketing, Sales, 
                 Supply Chain participants from 
               
               
                   
                 incorporate all relevant functions 
                 and Forecasting; Production and 
                 all relevant organizations each 
               
               
                   
                 of the organization - Marketing, 
                 Finance are not represented 
                 having the authority to make key 
               
               
                   
                 Production, Sales, Finance, 
                 Selective partnerships with 
                 decision and to commit his/her 
               
               
                   
                 Logistics, Forecasting 
                 customers and suppliers 
                 functional groups to resolve 
               
               
                   
                 Little to no partnering with 
                 Captured operational transaction 
                 issues 
               
               
                   
                 customers and suppliers 
                 data is incorporated into 
                 Shared business processes, 
               
               
                   
                   
                 planning processes 
                 people and performance metrics 
               
               
                   
                   
                   
                 used to optimize cross- 
               
               
                   
                   
                   
                 organizational supply chains 
               
               
                   
                   
                   
                 Leveraging their tools, processes 
               
               
                   
                   
                   
                 and operating models 
               
               
                   
                   
                   
                 extensively to enable companies 
               
               
                   
                   
                   
                 to focus on higher-value 
               
               
                   
                   
                   
                 planning activities 
               
               
                   
                   
                   
                 Partner with customers and 
               
               
                   
                   
                   
                 suppliers to integrate information 
               
               
                   
                   
                   
                 into IT systems and processes 
               
               
                   
                   
                   
                 seamlessly 
               
             
          
           
               
                 Capability Area - Demand Fulfillment 
               
               
                 Sourcing and Procurement Strategy and Execution 
               
             
          
           
               
                 Process Participation 
                 Buyers or purchasing employees 
                 Purchasing employees with 
                 Purchasing leaders with 
               
               
                 Who participates in the process 
                 without complete accountability 
                 responsibility for process 
                 authority, responsibility and 
               
               
                 execution/approval 
                 and have little input to 
                 performance identified 
                 accountability for process 
               
               
                   
                 procurement and sourcing 
                 consistently across business 
                 improvement are identified. 
               
               
                   
                 strategy. 
                 units. 
                 Purchasing leaders are held 
               
               
                   
                 Managing supplier relationships 
                 Buyers and other purchasing 
                 accountable to identify and cost 
               
               
                   
                 is left to the purchasing director-  
                 employees work directly with 
                 justify improvement initiatives. 
               
               
                   
                 level resources. Buyers have 
                 warehouses and inbound quality 
                 Leaders fully understand 
               
               
                   
                 little interaction with vendors 
                 assurance. Buyers are 
                 processes within their group and 
               
               
                   
                 until purchasing contracts are 
                 empowered to select vendors and 
                 the integration of these with 
               
               
                   
                 established. 
                 are provided with specific, 
                 vendors and other internal 
               
               
                   
                   
                 guiding principles for operating 
                 groups. Buyers and other 
               
               
                   
                   
                 this way. 
                 employees work with vendors 
               
               
                   
                   
                   
                 and their internal groups. 
               
               
                   
                   
                   
                 Formal strategic category 
               
               
                   
                   
                   
                 planning process in collaboration 
               
               
                   
                   
                   
                 with key business owners for all 
               
               
                   
                   
                   
                 main spend areas 
               
               
                   
                   
                   
                 Conduct procurement 
               
               
                   
                   
                   
                 development actions in a way 
               
               
                   
                   
                   
                 that considers the extended talent 
               
               
                   
                   
                   
                 network of procurement. 
               
               
                   
                   
                   
                 Among supply chain masters, 
               
               
                   
                   
                   
                 procurement has played a 
               
               
                   
                   
                   
                 material role in the 
               
               
                   
                   
                   
                 design/development of 58 
               
               
                   
                   
                   
                 percent of the company&#39;s 
               
               
                   
                   
                   
                 products, compared with 28 
               
               
                   
                   
                   
                 percent among lower performers 
               
               
                 Process Creation 
                 Procurement strategy and 
                 Processes were created 
                 Processes are viewed as part of 
               
               
                 How the process gets executed 
                 planning processes have been 
                 collaboratively and are kept 
                 an overall “value equation” that 
               
               
                 Points that serve as 
                 around for a long time and were 
                 current.Buyers are integrated 
                 creates value for customers. 
               
               
                 differentiators in process 
                 inherited. They are included in 
                 in to procurement strategy and 
                 Process owners are fully 
               
               
                 capability and sophistication 
                 an SOP document that is 
                 planning processes. Processes 
                 accountable 
               
               
                 across the scale 
                 probably no longer used. 
                 are documented in a shared 
                 Processes are documented and 
               
               
                   
                 Buyers focus on tactical 
                 repository and are accessible to 
                 automated through a workflow 
               
               
                   
                 execution rather than on 
                 all participants. 
                 system or automated process. 
               
               
                   
                 performance optimization. 
                 Buyers operate without full 
                 Category management is 
               
               
                   
                 Supplier selection criteria based 
                 spectrum of information and 
                 centrally managed and has 
               
               
                   
                 on price and quality 
                 base decisions on relationships 
                 specialists in cost modeling. 
               
               
                   
                   
                 rather than on cost competitive 
                 Reduced number of suppliers 
               
               
                   
                   
                 factors in some cases. 
                 selected by strategic Key 
               
               
                   
                   
                 Reduced number of suppliers 
                 Performance Indicators (KPIs) 
               
               
                   
                   
                 selected by strategic Key 
                 with emphasis placed on 
               
               
                   
                   
                 Performance Indicators (KPIs) 
                 supplier&#39;s willingness/ability to 
               
               
                   
                   
                 Differentiate between supplier 
                 develop long-term strategic 
               
               
                   
                   
                 segments and have clear 
                 relationship 
               
               
                   
                   
                 strategies for each segment 
                 For supply chain masters, the 
               
               
                   
                   
                 Long-term strategic supplier 
                 procurement function controls 92 
               
               
                   
                   
                 relationships 
                 percent of controllable spend, 
               
               
                   
                   
                   
                 compared with just 36 percent at 
               
               
                   
                   
                   
                 lower performers 
               
               
                 Process Frequency 
                 Processes are executed on a 
                 Measurement processes are 
                 Processes executed as 
               
               
                 Number of times and frequency 
                 semi-regular basis with arbitrary 
                 executed frequently enough to 
                 continuous flow or as frequently 
               
               
                 at which a process is executed 
                 frequency based on financial 
                 provide process owners with 
                 as is needed 
               
               
                 Number of iterations required 
                 reporting periods. 
                 information needed. 
                 Business is able to react quickly 
               
               
                 before process is complete 
                 Processes are generally left 
                 Purchasing processes 
                 to changes and optimize 
               
               
                   
                 unrevised. 
                 occasionally revised every 
                 purchasing cost dynamics. 
               
               
                   
                   
                 several years with new project or 
                   
               
               
                   
                   
                 systems implementation. 
                   
               
               
                 Process Inputs 
                 Inputs include basic data needed 
                 Inputs include data needed for 
                 Inputs include relevant and 
               
               
                 Data, intentions, objectives, 
                 for P.O. entry and do not 
                 effective procurement decision- 
                 supporting data and all data 
               
               
                 materials, information, events, 
                 empower buyers to improve 
                 making including product 
                 necessary to understand 
               
               
                 outputs from other processes, etc. 
                 business performance. 
                 requirements, alternatives, 
                 underlying needs as well as any 
               
               
                   
                 Processes are not integrated with 
                 specifications and quality 
                 knowledge the requisitioning 
               
               
                   
                 upstream or downstream 
                 requirements. 
                 entity has about the suppliers. 
               
               
                   
                 activities or groups. 
                 Processes are integrated within 
                 Buyers and manufacturing 
               
               
                   
                   
                 the organization. 
                 engineers work together with 
               
               
                   
                   
                   
                 quality groups to ensure optimal 
               
               
                   
                   
                   
                 results at the best price. 
               
               
                   
                   
                   
                 Processes are integrated with all 
               
               
                   
                   
                   
                 upstream activities related to 
               
               
                   
                   
                   
                 vendors and all receiving/QA 
               
               
                   
                   
                   
                 processes. 
               
               
                 Process Outputs 
                 Process outputs include basic 
                 Process outputs include 
                 Process outputs include 
               
               
                 Decisions, status, events, actions, 
                 procurement instructions 
                 collaborative decisions made and 
                 collaborative decisions as well as 
               
               
                 information, materials, finished 
                 provided to Buyers. 
                 guiding principles for Buyers to 
                 best practices for delegating data 
               
               
                 product, etc., resulting from the 
                 Procurement execution processes 
                 follow. 
                 entry activity in order to 
               
               
                 process. 
                 shall include a completed 
                 Procurement execution shall 
                 empower buyers to improve 
               
               
                   
                 purchase order 
                 include a completed purchase 
                 performance along measures 
               
               
                   
                   
                 order which is registered 
                 aligned with the profitability of 
               
               
                   
                   
                 electronically. 
                 the organization. 
               
               
                   
                   
                   
                 Apart from an electronically 
               
               
                   
                   
                   
                 registered purchase order, other 
               
               
                   
                   
                   
                 details like next purchase date 
               
               
                   
                   
                   
                 (likely), payment details, 
               
               
                   
                   
                   
                 discounts, etc. are indicated. 
               
               
                   
                   
                   
                 Among supply chain masters, the 
               
               
                   
                   
                   
                 ratio between total cost of 
               
               
                   
                   
                   
                 ownership reduction and 
               
               
                   
                   
                   
                 procurement operating cost is 
               
               
                   
                   
                   
                 10.4, compared with 4.0 among 
               
               
                   
                   
                   
                 lower performers 
               
               
                 Process Automation 
                 Many aspects of the process are 
                 Repetitive tasks have been 
                 Process has been automated to 
               
               
                 Level of automation or tools used 
                 completed manually and 
                 automated and process is 
                 the degree that it is economically 
               
               
                 to shape, enable or execute the 
                 repetitive tasks have not been 
                 sufficiently automated to provide 
                 worthwhile (e.g. improves 
               
               
                 process. 
                 fully automated. Company 
                 timely information. Company 
                 financials or quality). Financial 
               
               
                   
                 typically struggles to collect 
                 functions efficiently with 
                 evaluations of technology are 
               
               
                   
                 accurate, meaningful 
                 existing technologies that have 
                 activity based and account for 
               
               
                   
                 information. 
                 been customized. 
                 the time of internal resources. 
               
               
                   
                 Little or no advanced technology 
                 New technologies for automating 
                 Leading technologies are 
               
               
                   
                 used to interface with suppliers 
                 catalog “punch-out” purchasing, 
                 routinely considered and 
               
               
                   
                 or in materials planning 
                 reverse auctions and other 
                 identified for potential to provide 
               
               
                   
                   
                 workflow enhancements are 
                 strategic advantage. 
               
               
                   
                   
                 being considered for use. 
                   
               
               
                 Process Integration 
                 Traditional in-country 
                 Some centers of excellence exist 
                 Organization structure tightly 
               
               
                 Level of integration the process 
                 organization design based on 
                 to bring together functional 
                 aligned to support Operating 
               
               
                 has with other processes, 
                 functional areas (e.g. finance, 
                 experts e.g.. Procurement, 
                 Model. Balance between 
               
               
                 systems, tools or third parties 
                 logistics, manufacturing) 
                 Supply-Chain with some 
                 regional and local 
               
               
                   
                 Dysfunctional anomalies due to 
                 regional ownership 
                 responsibilities carefully 
               
               
                   
                 tenure and personality conflicts 
                 Information is shared internally 
                 considered 
               
               
                   
                 Information is shared only in the 
                 across the whole supply chain 
                 Real time Information shared 
               
               
                   
                 sourcing/procurement function 
                 Procurement processes are 
                 between supplier and customer 
               
               
                   
                 which owns the data 
                 integrated across organization. 
                 systems, including funds 
               
               
                   
                 Supplier interactions and 
                 Success is achieved when 
                 transfer, POS data 
               
               
                   
                 linkages are focused on 
                 internal organizational processes 
                 Shared business processes, 
               
               
                   
                 transactional activities 
                 function well. 
                 people and performance metrics 
               
               
                   
                 Processes are largely discrete - 
                 Key suppliers are incorporated 
                 to optimize cross-organizational 
               
               
                   
                 source of input information is 
                 into planning process 
                 supply chains 
               
               
                   
                 not clearly understood. 
                 Some strategic/preferred 
                 Procurement processes are 
               
               
                   
                 Relationships are not maintained 
                 suppliers identified and 
                 integrated across the 
               
               
                   
                 well with manufacturing, 
                 performance management 
                 organization and with vendors as 
               
               
                   
                 receiving as well as quality 
                 process in place 
                 well as manufacturing and 
               
               
                   
                 assurance. Processes sub- 
                 Vendor performance is measured 
                 quality assurance teams. 
               
               
                   
                 optimized within departmental 
                 relative to contracted terms and 
                 Processes support development 
               
               
                   
                 silos. 
                 orders requested. 
                 of High Performance capabilities 
               
               
                   
                   
                   
                 Enable a high level of integration 
               
               
                   
                   
                   
                 with their suppliers and analyze 
               
               
                   
                   
                   
                 active end-product configurations. 
               
               
                   
                   
                   
                 Collaborative Supply Planning 
               
               
                   
                   
                   
                 with suppliers through use of 
               
               
                   
                   
                   
                 collaborative planning software 
               
               
                   
                   
                   
                 via Internet capabilities 
               
               
                   
                   
                   
                 Supply chain masters on average 
               
               
                   
                   
                   
                 formally manage 72 percent of 
               
               
                   
                   
                   
                 their supplier base, as compared 
               
               
                   
                   
                   
                 with 26 percent of lower performers 
               
             
          
           
               
                 Capability Area - Demand Fulfillment 
               
               
                 Manufacturing Strategy and Execution 
               
             
          
           
               
                 Process Participation 
                 Includes Production Planners, 
                 Includes Production Planners, 
                 Includes Production Planners, 
               
               
                 Who participates in the process 
                 Production Schedulers and 
                 Production Schedulers, and 
                 Production Schedulers, and 
               
               
                 execution/approval 
                 Production Managers. 
                 Production Managers. Also 
                 Production Managers. Also 
               
               
                   
                   
                 included are quality managers 
                 included are quality managers 
               
               
                   
                   
                 and production executives. 
                 and production executives in 
               
               
                   
                   
                   
                 addition to shipping and 
               
               
                   
                   
                   
                 receiving managers. 
               
               
                 Process Creation 
                 Processes have probably been 
                 Processes were created or 
                 Processes were engineered from 
               
               
                 How the process gets executed 
                 around for a long time and were 
                 reengineered collaboratively in 
                 the group using best practices 
               
               
                 Points that serve as 
                 inherited. They are likely stored 
                 consideration of the “Value 
                 and knowledge available in all 
               
               
                 differentiators in process 
                 in an SOP document that is 
                 Creation Equation” which 
                 areas. Processes are quality 
               
               
                 capability and sophistication 
                 rarely referenced. Process and 
                 outlines how the organization 
                 centric and every key activity 
               
               
                 across the scale 
                 performance measurement 
                 creates value for customers. 
                 includes a measure of 
               
               
                   
                 documentation is considered 
                 This aligns with group objectives 
                 performance. The processes 
               
               
                   
                 separate from job descriptions. 
                 as well as those of the 
                 which are key to the value 
               
               
                   
                 Virtually no Failover processes 
                 organization. 
                 creation equation for customers 
               
               
                   
                 are in place. If there are any, they 
                 Failover processes are in place to 
                 is staffed with the most talented 
               
               
                   
                 are not current. 
                 handle disaster and recovery. 
                 resources. 
               
               
                   
                   
                   
                 Failover procedures are in place 
               
               
                   
                   
                   
                 along with redundant systems 
               
               
                   
                   
                   
                 which help to avoid failover. 
               
               
                   
                   
                   
                 Have an optimized, global, end- 
               
               
                   
                   
                   
                 to-end manufacturing model. 
               
               
                 Process Frequency 
                 Processes are executed on a 
                 Processes are executed 
                 Processes executed as a 
               
               
                 Number of times and frequency 
                 semi-regular basis with arbitrary 
                 frequently enough to provide 
                 continuous information flow or 
               
               
                 at which a process is executed 
                 frequency. 
                 process owners with information 
                 as frequently as needed to 
               
               
                 Number of iterations required 
                 Results are published in 
                 needed. 
                 understand whether improvement  
               
               
                 before process is complete 
                 consistent ways. 
                 Results information is published 
                 initiatives are effective. 
               
               
                   
                   
                 in graphical format and is posted 
                 Results include root cause and 
               
               
                   
                   
                 prominently. 
                 Pareto analysis useful for 
               
               
                   
                   
                   
                 identifying ways to improve 
               
               
                   
                   
                   
                 performance. These also include 
               
               
                   
                   
                   
                 action plans that are continuously  
               
               
                   
                   
                   
                 monitored. These are extensively  
               
               
                   
                   
                   
                 circulated across the organization. 
               
               
                 Process Inputs 
                 Inputs include data needed for 
                 Inputs include relevant data and 
                 Inputs include relevant, 
               
               
                 Data, intentions, objectives, 
                 measurement procedure as 
                 supporting data. 
                 supporting data and all data 
               
               
                 materials, information, events, 
                 defined. 
                 Data is generally timely and 
                 necessary to understand 
               
               
                 outputs from other processes, etc. 
                 This generally does not require 
                 accepted as being accurate due to 
                 exceptions as well as 
               
               
                   
                 the most timely data and 
                 additional performance measures 
                 improvement opportunities. This 
               
               
                   
                 inaccuracies are accepted leading 
                 in place that measure data 
                 data supports incorporation of 
               
               
                   
                 to a general feeling that the 
                 accuracy. 
                 activities with vendors and 
               
               
                   
                 measurements may not be 
                 Use performance measurement 
                 customers. 
               
               
                   
                 accurate. 
                 indicators to proactively address 
                 Data proofing is ensured through 
               
               
                   
                   
                 issues. 
                 error-proofing, cross-checks, 
               
               
                   
                   
                   
                 total-checks and accuracy 
               
               
                   
                   
                   
                 measurements. 
               
               
                 Process Outputs 
                 Process outputs include regular 
                 Process outputs measure 
                 Process outputs measured 
               
               
                 Decisions, status, events, actions, 
                 performance reports or defect 
                 performance on a 0-100% scale - 
                 continuously and graphically as  
               
               
                 information, materials, finished 
                 lists. 
                 measuring the successful 
                 a % measure of successful events 
               
               
                 product, etc., resulting from the 
                 These are typically distributed to 
                 events/the number of 
                 and are compared to 
               
               
                 process. 
                 managers and have limited 
                 opportunities for success. 
                 performance improvements 
               
               
                   
                 impact. 
                 These are shared with all 
                 expected to be achieved. 
               
               
                   
                   
                 managers and supervisors. 
                 These integrate with upstream 
               
               
                   
                   
                   
                 and downstream processes. 
               
               
                   
                   
                   
                 Collaborative performance 
               
               
                   
                   
                   
                 measures enable vendors and 
               
               
                   
                   
                   
                 customers to identify ways to 
               
               
                   
                   
                   
                 improve their effectiveness. 
               
               
                 Process Automation 
                 Many aspects of the process are 
                 Repetitive tasks have been 
                 Process has been automated to 
               
               
                 Level of automation or tools used 
                 completed manually and 
                 automated and process is 
                 the degree that it is economically 
               
               
                 to shape, enable or execute the 
                 repetitive tasks have not been 
                 sufficiently automated to provide 
                 worthwhile (e.g. improves 
               
               
                 process. 
                 fully automated. 
                 timely information. 
                 financials or quality). 
               
               
                   
                 Technology adapted only after 
                 Company functions efficiently 
                 Leading technologies routinely 
               
               
                   
                 required for competitive survival 
                 with existing technology such as 
                 considered and identified for 
               
               
                   
                 or when an upgrade to an 
                 mainframe reports and other 
                 potential to provide strategic 
               
               
                   
                 existing application is made that 
                 sources of information. 
                 advantage. Value equation of 
               
               
                   
                 has additional capabilities. 
                 Technology not generally 
                 business clearly understood and 
               
               
                   
                   
                 accepted and economics not 
                 serves as basis for decision- 
               
               
                   
                   
                 understood. Leading 
                 making. 
               
               
                   
                   
                 technologies have not been 
                   
               
               
                   
                   
                 adopted. 
                   
               
               
                 Process Integration 
                 Process steps are integrated 
                 Processes are integrated across 
                 Processes are integrated across 
               
               
                 Level of integration the process 
                 within the process. Processes 
                 organization. Owners understand 
                 organizations and with vendors 
               
               
                 has with other processes, 
                 sub-optimized within 
                 how process fits in to overall 
                 and customers. Understanding 
               
               
                 systems, tools or third parties 
                 departmental silos. 
                 value add equation for 
                 of stakeholder needs is 
               
               
                   
                 Source of input information is 
                 organization and customers. 
                 ubiquitous. Feedback is received 
               
               
                   
                 not well-understood nor are the 
                 Process reporting may be part of 
                 continuously. Successes are 
               
               
                   
                 uses of the outputs. 
                 a performance measurement 
                 achieved jointly with customers 
               
               
                 . 
                   
                 program for organization. 
                 and direct interaction is 
               
               
                   
                   
                 Adopt lean manufacturing 
                 encouraged. 
               
               
                   
                   
                 principles and extend these to 
                 Process supports distinct High 
               
               
                   
                   
                 their suppliers. 
                 Performance capabilities in clearly  
               
               
                   
                   
                   
                 defined and articulated ways.  
               
               
                   
                   
                   
                 Process is part of an overall program  
               
               
                   
                   
                   
                 to become High Performance. 
               
             
          
           
               
                 Capability Area - Demand Fulfillment 
               
               
                 Logistics and Fulfillment Strategy and Execution 
               
             
          
           
               
                 Process Participation 
                 Supply Chain and other 
                 Supply Chain and other 
                 Supply Chain and other 
               
               
                 Who participates in the process 
                 functional managers 
                 functional managers, with 
                 functional managers, with 
               
               
                 execution/approval 
                 Ownership of all inventory in the 
                 information validated/signed 
                 information signed off by the VP 
               
               
                   
                 central stocking locations; little 
                 off by the VP of Commercial 
                 Commercial. 
               
               
                   
                 or no vendor collaboration or 
                 Some introduction of Vendor 
                 Use of VMI with majority of 
               
               
                   
                 visibility to inventory levels 
                 Managed Inventory levels with 
                 planning and ownership held by 
               
               
                   
                   
                 central planning organization 
                 vendors; introduction of 
               
               
                   
                   
                 sharing information with 
                 consignment inventory; robust 
               
               
                   
                   
                 vendors, but still monitoring and 
                 collaboration techniques on 
               
               
                   
                   
                 setting safety stock levels 
                 inventory and demand patterns 
               
               
                   
                   
                   
                 via internet planning tools 
               
               
                 Process Creation 
                 Inventory control with 
                 Inventory policies tied directly to  
                 Key performance indicators 
               
               
                 How the process gets executed 
                 centralized responsibility and 
                 customer service requirements 
                 (KPIs) tie inventory management 
               
               
                 Points that serve as 
                 accountability 
                 Planning strategy/parameters and 
                 practices to desired customer 
               
               
                 differentiators in process 
                 Planning strategy/parameters are 
                 inventory policy is set by the 
                 service levels 
               
               
                 capability and sophistication 
                 assigned to product segments 
                 joint customer-product segments 
                 A combination of the CRM 
               
               
                 across the scale 
                 and products. All SKUs for a 
                 and SKU. The same product in 
                 customer and product 
               
               
                   
                 product have the same planning 
                 different locations have different 
                 segmentation is used to drive and 
               
               
                   
                 parameters. Some 
                 planning parameters. 
                 establish planning parameters by 
               
               
                   
                 strategy/parameters are set by 
                 Capability to order promise, such 
                 SKU-Customer combination. 
               
               
                   
                 general policy. 
                 as Available to Promise (ATP) or 
                 Capability to order promise with 
               
               
                   
                 Marginal order promising 
                 Capable to Promise (CTP) 
                 different service levels for 
               
               
                   
                 capability 
                   
                 different customers or customer 
               
               
                   
                   
                   
                 segments 
               
               
                   
                   
                   
                 Ability to quickly and profitably 
               
               
                   
                   
                   
                 meet demand variations; 
               
               
                   
                   
                   
                 proactively balancing 
               
               
                   
                   
                   
                 transportation and production costs. 
               
               
                 Process Frequency 
                 No defined frequency for 
                 The planning strategy/parameters 
                 The planning strategy/parameters 
               
               
                 Number of times and frequency 
                 logistics and fulfillment planning 
                 are reviewed every 9-12 months. 
                 are reviewed every 9-12 months. 
               
               
                 at which a process is executed 
                 Processes are executed on a 
                 Execution is basis company 
                 Process gets executed as per the 
               
               
                 Number of iterations required 
                 semi-regular basis with arbitrary 
                 established patterns and is 
                 need. Process execution is a 
               
               
                 before process is complete 
                 frequency. 
                 usually isolated from demand 
                 unique function of demand and 
               
               
                   
                   
                 surges. Process execution 
                 supply variables and 
               
               
                   
                   
                 typically gets hampered in times 
                 encompasses most of variability 
               
               
                   
                   
                 of extreme demand surge/fall. 
                 at the customer/organization side 
               
               
                   
                   
                   
                 through its design. 
               
               
                   
                   
                   
                 Continuous reduction of costs 
               
               
                   
                   
                   
                 and improved service by 
               
               
                   
                   
                   
                 analyzing and adapting the 
               
               
                   
                   
                   
                 fulfillment infrastructure to meet 
               
               
                   
                   
                   
                 changes in market and 
               
               
                   
                   
                   
                 geographic demand. 
               
               
                 Process Inputs 
                 Inputs include basic data needed  
                 Inputs include basic data needed 
                 Inputs include relevant and 
               
               
                 Data, intentions, objectives, 
                 for inventory planning. 
                 for effective planning as well as 
                 supporting data and all data 
               
               
                 materials, information, events, 
                   
                 supporting data. 
                 necessary to understand 
               
               
                 outputs from other processes, etc. 
                   
                   
                 underlying needs 
               
               
                 Process Outputs 
                 Process outputs include basic 
                 Process outputs include 
                 Process outputs include 
               
               
                 Decisions, status, events, actions, 
                 instructions. 
                 collaborative decisions made and 
                 collaborative decisions as well as 
               
               
                 information, materials, finished 
                   
                 guiding principles to follow. 
                 best practices in order to 
               
               
                 product, etc., resulting from the 
                   
                   
                 improve performance along 
               
               
                 process. 
                   
                   
                 measures aligned with the 
               
               
                   
                   
                   
                 profitability of the organization. 
               
               
                 Process Automation 
                 Data is maintained and reported 
                 Data is maintained and sourced 
                 Data is maintained and sourced 
               
               
                 Level of automation or tools used 
                 using desktop based tools such 
                 from ERP applications and 
                 from ERP applications and 
               
               
                 to shape, enable or execute the 
                 as MS Excel and ad hoc MS 
                 reported using a mix of desktop 
                 reported using a web enabled 
               
               
                 process. 
                 Access applications. 
                 tools and ERP reporting tools. 
                 integrated planning workbench. 
               
               
                   
                 Effective matching of supply and 
                 Effective matching of supply and 
                 Standardized (often centralized) 
               
               
                   
                 demand through optimization of 
                 demand through optimization of 
                 processes and IT infrastructures 
               
               
                   
                 inventory and assets across the 
                 inventory and assets across the 
                 enabling the use of real-time 
               
               
                   
                 supply chain. 
                 supply chain. 
                 information to respond to any 
               
               
                   
                   
                   
                 significant business changes. 
               
               
                 Process Integration 
                 No integrated planning 
                 Integrated planning seen as an 
                 Integrated planning embedded 
               
               
                 Level of integration the process 
                 capability in the organization. 
                 essential addition to business as 
                 into organizational operating 
               
               
                 has with other processes, 
                 Available to promise visibility is 
                 usual. 
                 processes to the extent that it is 
               
               
                 systems, tools or third parties 
                 limited to available finished 
                 On-line available to promise 
                 part of business as usual. 
               
               
                   
                 goods inventory 
                 includes ability to view planned 
                 On-line capable to promise 
               
               
                   
                   
                 production receipts in addition to 
                 includes the ability to view 
               
               
                   
                   
                 finished goods inventory 
                 planned production receipts and 
               
               
                   
                   
                 Operation of multiple supply 
                 reallocate resources to meet 
               
               
                   
                   
                 chain channels based on 
                 demand 
               
               
                   
                   
                 customer service requirements 
                   
               
               
                   
                   
                 and product characteristics. 
                   
               
             
          
           
               
                 Capability Area - Demand Fulfillment 
               
               
                 Order and Service Management 
               
             
          
           
               
                 Process Participation 
                 No dedicated service personnel 
                 Dedicated service team 
                 Dedicated service team, closely 
               
               
                 Who participates in the process 
                   
                   
                 working with sales and supply 
               
               
                 execution/approval 
                   
                   
                 chain personnel 
               
               
                 Process Creation 
                 All customers treated the same 
                 Some customers receive higher 
                 All customers are systemically 
               
               
                 How the process gets executed 
                 An S&amp;OP model is not in place 
                 levels of service but it is not 
                 tiered and specific criteria and 
               
               
                 Points that serve as 
                 for parts planning; planners/ 
                 handled systemically 
                 ability to reimburse are defined 
               
               
                 differentiators in process 
                 forecasters create the plan in an 
                 Parts master planning is enabled 
                 for each tier 
               
               
                 capability and sophistication 
                 organizational vacuum. 
                 with inputs from demand and 
                 S&amp;OP supported by cross- 
               
               
                 across the scale 
                 No forecasting or planning of 
                 supply planning teams; some 
                 functional process teams using 
               
               
                   
                 returned parts and activities is 
                 metrics in place. 
                 advanced tools and function- 
               
               
                   
                 conducted. 
                 Demand planning team includes 
                 spanning metrics. 
               
               
                   
                   
                 repaired parts in its forecasting 
                 Planning system captures 
               
               
                   
                   
                 approaches; output is used in 
                 transaction data on returned 
               
               
                   
                   
                 replenishment planning. 
                 parts; factored into deployment 
               
               
                   
                   
                   
                 and replenishment plans. 
               
               
                   
                   
                   
                 Mitigate the risk inherent in 
               
               
                   
                   
                   
                 assuming responsibility for a 
               
               
                   
                   
                   
                 customer&#39;s equipment and keep 
               
               
                   
                   
                   
                 service-related projects on track. 
               
               
                   
                   
                   
                 Develop a highly flexible service 
               
               
                   
                   
                   
                 delivery model to serve 
               
               
                   
                   
                   
                 customers better. 
               
               
                   
                   
                   
                 Excel at resource and asset 
               
               
                   
                   
                   
                 utilization to use people, parts, 
               
               
                   
                   
                   
                 facilities and partners effectively. 
               
               
                   
                   
                   
                 Articulate a clear partner strategy 
               
               
                   
                   
                   
                 to improve customer experience 
               
               
                   
                   
                   
                 and use metrics to measure 
               
               
                   
                   
                   
                 customer response continually 
               
               
                   
                   
                   
                 Maximize return on service 
               
               
                   
                   
                   
                 financially and in terms of 
               
               
                   
                   
                   
                 customer service 
               
               
                 Process Frequency 
                 Ad-hoc, as and when customer 
                 Planned maintenance activities 
                 Service levels are clearly defined 
               
               
                 Number of times and frequency 
                 service requests are received. 
                 with key customers, but not 
                 for different customer tiers. 
               
               
                 at which a process is executed 
                   
                 handled systematically 
                 Other ad-hoc service requests are 
               
               
                 Number of iterations required 
                   
                   
                 processed immediately. 
               
               
                 before process is complete 
                   
                   
                   
               
               
                 Process Inputs 
                 Minimal insight into partner or 
                 Some employment of partner or 
                 Partner and customer treatments 
               
               
                 Data, intentions, objectives, 
                 customer needs 
                 customer insight to further 
                 driven by an evidence-based 
               
               
                 materials, information, events, 
                 Scope of parts inventory 
                 relationships 
                 understanding of needs 
               
               
                 outputs from other processes, etc. 
                 visibility is limited to central 
                 Scope of parts inventory 
                 Scope of inventory visibility 
               
               
                   
                 stocking locations, or only a very 
                 visibility encompasses all 
                 includes all network nodes, 
               
               
                   
                 limited view of the network. 
                 company-owned physical 
                 including dealer channel 
               
               
                   
                   
                 stocking locations in the 
                 inventories, field stores and 
               
               
                   
                   
                 network. 
                 technician stocks. 
               
               
                 Process Outputs 
                 Some service requests may 
                 Most service requests fulfilled, 
                 All service requests fulfilled on 
               
               
                 Decisions, status, events, actions, 
                 remain unfulfilled 
                 and on time 
                 time, with processes available 
               
               
                 information, materials, finished 
                 No receipt confirmation is 
                 Receipt confirmation using both 
                 for customer feedback on service 
               
               
                 product, etc., resulting from the 
                 available for outbound shipments 
                 automatic and manual methods 
                 levels 
               
               
                 process. 
                 to dealer and technician 
                 are available for dealer and 
                 Automated data capture tools 
               
               
                   
                 locations. 
                 technician shipments. 
                 enable receipt confirmation and 
               
               
                   
                   
                   
                 end-destination tracking of parts 
               
               
                   
                   
                   
                 to all network locations. 
               
               
                 Process Automation 
                 No self-service facility for the 
                 Facility enables partners to view 
                 Full self-service facility enables 
               
               
                 Level of automation or tools used 
                 viewing and administration of 
                 and distribute warranty 
                 partners to view and administer 
               
               
                 to shape, enable or execute the 
                 warranties. 
                 information upon request 
                 warranty agreements 
               
               
                 process. 
                 None or very little decision 
                 Planners have access to planning 
                 Advanced planning system for 
               
               
                   
                 support capabilities are in place 
                 toolkit, with analytic tools, data 
                 service operations has seamless 
               
               
                   
                 to support parts planning. 
                 extraction tools and reporting 
                 integration with enterprise data 
               
               
                   
                 Asset tracking of parts is not 
                 utilities. 
                 systems. 
               
               
                   
                 enabled for the network; no 
                 Asset tracking of parts is enabled 
                 Asset tracking of parts is enabled 
               
               
                   
                 visibility is available for part 
                 using a combination of manual 
                 at the serial code level for the 
               
               
                   
                 disposition and lifecycle usage. 
                 (technician data entry) and 
                 full lifecycle of the part across 
               
               
                   
                   
                 automated methods. 
                 all network locations. 
               
               
                   
                   
                   
                 Electronic interfaces/Integration 
               
               
                   
                   
                   
                 with other operation systems to 
               
               
                   
                   
                   
                 process claims and collect data 
               
               
                   
                   
                   
                 for warranty analysis. (For 
               
               
                   
                   
                   
                 example: order processing, 
               
               
                   
                   
                   
                 service and repair system, 
               
               
                   
                   
                   
                 accounting system, customer 
               
               
                   
                   
                   
                 contact management system, 
               
               
                   
                   
                   
                 diagnostic system, recall 
               
               
                   
                   
                   
                 campaign management). 
               
               
                 Process Integration 
                 Transactional relationship 
                 Close relationship with key 
                 Enterprise and partners work as 
               
               
                 Level of integration the process 
                 between enterprise and partners 
                 partners and customers 
                 one team 
               
               
                 has with other processes, 
                 or customers 
                 Partner has access to warranty 
                 Partner plays an integral role in 
               
               
                 systems, tools or third parties 
                 Partner has no access to warranty 
                 process through marketing 
                 the warranty management process 
               
               
                   
                 management system 
                 contacts 
                 Enterprise works to fully meet 
               
               
                   
                   
                   
                 customer&#39;s needs and wants 
               
             
          
           
               
                 ENTERPRISE OPERATIONS 
               
               
                 Capability Area - Enterprise Operations 
               
               
                 Transactional Process Management for OtC, PtP, RtR, and HtR 
               
             
          
           
               
                 Process Participation 
                 Personnel are distributed across 
                 Transaction processing personnel 
                 Organization is aligned to fit the 
               
               
                 Who participates in the process 
                 business segments or sales 
                 are located in low cost locations 
                 process. 
               
               
                 execution/approval 
                 organizations. 
                 using flexible sourcing models 
                 Leveraging is maximized on 
               
               
                   
                 Activities are fragmented across 
                 that include the use of shared 
                 shared services and/or 
               
               
                   
                 businesses and/or geographies 
                 services or outsourcing. 
                 outsourcing 
               
               
                   
                 with processes designed around 
                   
                   
               
               
                   
                 functional/geographical roles. 
                   
                   
               
               
                 Process Creation 
                 Partially standardized processes 
                 Standardized and documented 
                 A single integrated set of 
               
               
                 How the process gets executed 
                 by business segment 
                 processes by business segment 
                 standardized and documented 
               
               
                 Points that serve as 
                 Substantial exception processing 
                 Limited exception processing is 
                 processes across all business 
               
               
                 differentiators in process 
                 takes place 
                 required 
                 segments 
               
               
                 capability and sophistication 
                 Deeply experienced personnel 
                 Process and customer specific 
                 Exception processing is rare 
               
               
                 across the scale 
                 are relied upon to provide 
                 knowledge is captured in a 
                 Process and customer specific 
               
               
                   
                 process and customer specific 
                 repository shared by all relevant 
                 knowledge is embedded within 
               
               
                   
                 knowledge 
                 personnel 
                 systems and workflow 
               
               
                   
                 Limited process documentation 
                   
                 management tools 
               
               
                   
                 and rigor 
                   
                 Formal process owners are in place 
               
               
                 Process Frequency 
                 This process is ongoing with 
                 This process is ongoing, with 
                 This process is ongoing, with 
               
               
                 Number of times and frequency 
                 many ad-hoc triggers in the 
                 stabilized workflows 
                 stabilized workflows 
               
               
                 at which a process is executed 
                 processing of financial 
                 It is supported by system alerts 
                 It is supported by system alerts 
               
               
                 Number of iterations required 
                 transactions (e.g. orders and 
                   
                 Process efficiencies are 
               
               
                 before process is complete 
                 collections processes). 
                   
                 measured on a regular basis and 
               
               
                   
                   
                   
                 adjusted where opportunities for 
               
               
                   
                   
                   
                 improvement are identified 
               
               
                 Process Inputs 
                 Process inputs include service 
                 Process inputs include service 
                 Process inputs include service 
               
               
                 Data, intentions, objectives, 
                 requests generated by the sales, 
                 requests generated by the sales, 
                 requests generated by the sales, 
               
               
                 materials, information, events, 
                 finance, procurement, supply 
                 finance, procurement, supply 
                 finance, procurement, supply 
               
               
                 outputs from other processes, etc. 
                 chain, HR functions or 
                 chain, HR functions or 
                 chain, HR functions or 
               
               
                   
                 employees on an “as needed” 
                 employees often via pre- 
                 employees often via pre- 
               
               
                   
                 basis. 
                 formatted self-service forms or 
                 formatted self-service forms or 
               
               
                   
                 Iterations might be required for 
                 supporting self-service system 
                 supporting self-service system 
               
               
                   
                 completeness or accuracy in the 
                 workflow capabilities. 
                 workflow capabilities. 
               
               
                   
                 data required for process 
                   
                   
               
               
                   
                 execution. 
                   
                   
               
               
                 Process Outputs 
                 Process outputs include fulfilled 
                 Fulfilled service requests in the 
                 Fulfilled service requests in the 
               
               
                 Data, intentions, objectives, 
                 service requests in the form of 
                 form of paid invoices, collected 
                 form of paid invoices, collected 
               
               
                 materials, information, events, 
                 paid invoices, collected 
                 receivables, recorded accounting 
                 receivables, recorded accounting 
               
               
                 outputs from other processes, etc. 
                 receivables, recorded accounting 
                 transactions and HR 
                 transactions and HR 
               
               
                   
                 transactions and HR 
                 administration. 
                 administration. 
               
               
                   
                 administration. 
                 Regular reporting on process 
                 Regular reporting on process 
               
               
                   
                   
                 performance is in place 
                 performance is in place 
               
               
                   
                   
                   
                 Continuous improvement culture 
               
               
                   
                   
                   
                 with mechanisms to regularly 
               
               
                   
                   
                   
                 adapt transactional processes and 
               
               
                   
                   
                   
                 improve performance is 
               
               
                   
                   
                   
                 established 
               
               
                 Process Automation 
                 Multiple ERP (enterprise 
                 Single ERP (enterprise resource 
                 Single end-to-end ERP system 
               
               
                 Level of automation or tools used 
                 resource planning) and/or legacy 
                 planning) system, but with 
                 used worldwide. 
               
               
                 to shape, enable or execute the 
                 systems including standalone 
                 exceptions 
                 ERP generated visibility into 
               
               
                 process. 
                 PtP, OtC, RtR or HR systems, 
                 Some legacy systems are not yet 
                 transactional activities. 
               
               
                   
                 with often geography based 
                 decommissioned. 
                 Heavy use of EDI (electronic 
               
               
                   
                 instances resulting in limited 
                 Various “workarounds” (e.g. data 
                 data interchange), and/or 
               
               
                   
                 global reporting capabilities. 
                 warehouse, spreadsheets) 
                 paperless technologies. 
               
               
                   
                 Limited use of EDI (electronic 
                 required to get visibility at a 
                   
               
               
                   
                 data interchange) and/or other 
                 global level for who holistic or 
                   
               
               
                 . 
                 paperless technology. 
                 comprehensive information. 
                   
               
               
                 Process Integration 
                 Integration of data and solutions 
                 Some integration into strategy 
                 Comprehensive integration at all 
               
               
                 Level of integration the process 
                 is limited and usually involves 
                 and business process planning 
                 levels of organizational strategy 
               
               
                 has with other processes, 
                 batch or manual steps to 
                 Integrated solutions for major 
                 through end user activity. 
               
               
                 systems, tools or third parties 
                 integrate. 
                 processes, near real time data 
                 Solutions are architected for 
               
               
                   
                   
                 exchange for transaction 
                 integration to meet business 
               
               
                   
                   
                 processing. 
                 requirements. 
               
             
          
           
               
                 Capability Area - Enterprise Operations 
               
               
                 Master Data Management 
               
             
          
           
               
                 Process Participation 
                 Information technology 
                 This process involves CIO and  
                 This process involves senior 
               
               
                 Who participates in the process 
                   
                 information technology, with 
                 business area leadership, CIO 
               
               
                 execution/approval 
                   
                 business area participation. 
                 and information technology 
               
               
                   
                   
                 A steering committee provides 
                 team, and suppliers. 
               
               
                   
                   
                 overall guidance to all data  
                 A steering committee provides 
               
               
                   
                   
                 governance efforts. 
                 overall guidance to all data 
               
               
                   
                   
                 There is a single lead data 
                 governance efforts. 
               
               
                   
                   
                 governance person. 
                 There is a single lead data 
               
               
                   
                   
                   
                 governance person. 
               
               
                   
                   
                   
                 Data producers and users have 
               
               
                   
                   
                   
                 dedicated and recognized roles. 
               
               
                   
                   
                   
                 Cross-organizational data 
               
               
                   
                   
                   
                 governance groups are 
               
               
                   
                   
                   
                 increasingly established with 
               
               
                   
                   
                   
                 distinct and clearly defined roles, 
               
               
                   
                   
                   
                 responsibilities, accountability 
               
               
                   
                   
                   
                 and authority 
               
               
                   
                   
                   
                 Data owners and data stewards, 
               
               
                   
                   
                   
                 both with data management 
               
               
                   
                   
                   
                 activities are included in talent 
               
               
                   
                   
                   
                 management 
               
               
                 Process Creation 
                 Enterprise data requirements are 
                 Enterprise data requirements are 
                 Enterprise data objectives and 
               
               
                 How the process gets executed 
                 defined 
                 defined 
                 responsibilities are clear 
               
               
                 Points that serve as 
                 IT is driven by leadership and 
                 IT is driven by leadership with 
                 Business is driven by leadership 
               
               
                 differentiators in process 
                 governance 
                 business area engagement and 
                 and governance 
               
               
                 capability and sophistication 
                 Data is periodically extracted 
                 governance 
                 Data synchronization tools are 
               
               
                 across the scale 
                 and loaded 
                 Some data synchronization 
                 leveraged internally and with 
               
               
                   
                 Periodic cleansing, 
                 occurs with few trading partners 
                 trading partners 
               
               
                   
                 synchronization and updates 
                 Data standards are defined 
                 Third party data is assessed 
               
               
                   
                 occur 
                 Data quality is monitored. 
                 Data quality and standards are 
               
               
                   
                   
                   
                 maintained 
               
               
                 Process Frequency 
                 This process has periodic 
                 This process has an ongoing 
                 Enterprise data management is 
               
               
                 Number of times and frequency 
                 refreshes of enterprise data, 
                 enterprise data management, 
                 built into business processes and 
               
               
                 at which a process is executed 
                 generally annually or semi 
                 with periodic refreshes. 
                 is managed daily for consistency, 
               
               
                 Number of iterations required 
                 annually. 
                 The frequency of refreshes 
                 quality and synchronization. 
               
               
                 before process is complete 
                   
                 depends on data volatility and 
                   
               
               
                   
                   
                 the number of trading partners 
                   
               
               
                   
                   
                 with issues, etc. 
                   
               
               
                   
                   
                 Frequency can be quarterly, 
                   
               
               
                   
                   
                 monthly or weekly. 
                   
               
               
                 Process Inputs 
                 Process inputs include Enterprise 
                 Process inputs include Enterprise  
                 Process inputs include business 
               
               
                 Data, intentions, objectives, 
                 data requirements, business 
                 data requirements, business 
                 strategy and objectives, IT 
               
               
                 materials, information, events, 
                 objectives, IT data architecture 
                 objectives, IT strategy, IT data 
                 strategy, IT data architecture, 
               
               
                 outputs from other processes, etc.  
                 and data quality assessment. 
                 architecture, trading partner 
                 trading partner readiness and 
               
               
                   
                   
                 readiness and capability and data 
                 capability and data quality 
               
               
                   
                   
                 quality assessment. 
                 assessment. 
               
               
                 Process Outputs 
                 Process outputs include common 
                 Process outputs include common 
                 Process outputs include common 
               
               
                 Data, intentions, objectives, 
                 enterprise data definitions and 
                 Enterprise data definitions, data 
                 Enterprise data definitions, 
               
               
                 materials, information, events, 
                 business rules for usage and 
                 ownership and business rules for 
                 consistent and synchronized 
               
               
                 outputs from other processes, etc.  
                 change. 
                 Enterprise data usage and 
                 data, data ownership, logical and 
               
               
                   
                   
                 change. 
                 physical data models, and 
               
               
                   
                   
                   
                 business rules for enterprise data 
               
               
                   
                   
                   
                 usage and change. 
               
               
                 Process Automation 
                 Extract, transform and load 
                 Extract, Transform and Load 
                 Extract Transform and Load 
               
               
                 Level of automation or tools used 
                 (ETL) tools to capture and 
                 (ETL) tools for Enterprise data 
                 (ETL) tools are used for 
               
               
                 to shape, enable or execute the 
                 manage Enterprise data and its 
                 management; some data 
                 enterprise data management 
               
               
                 process. 
                 quality 
                 interchange tools for trading 
                 Enterprise data business rules, 
               
               
                   
                   
                 partner synchronization. 
                 definitions repository, tool set, 
               
               
                   
                   
                   
                 logical data modeling software, 
               
               
                   
                   
                   
                 trading partner data, 
               
               
                   
                   
                   
                 synchronization tools, and 
               
               
                   
                   
                   
                 subscription to a data pool. 
               
               
                 Process Integration 
                 Integration includes enterprise 
                 Integration includes enterprise  
                 Enterprise data processes are 
               
               
                 Level of integration the process 
                 data integrated into IT systems 
                 data processes integrated into IT 
                 integrated with daily business 
               
               
                 has with other processes, 
                 and data management processes. 
                 systems and data management 
                 processes 
               
               
                 systems, tools or third parties 
                   
                 processes, with business user 
                 Trading partner practices and 
               
               
                   
                   
                 contribution and participation. 
                 systems manage data 
               
               
                   
                   
                   
                 Ownership in the systems of record 
               
               
                   
                   
                   
                 Integration also includes 
               
               
                   
                   
                   
                 enterprise data service level 
               
               
                   
                   
                   
                 agreements between the 
               
               
                   
                   
                   
                 business, IT and trading partners 
               
               
                   
                   
                   
                 (where desired and enterprise 
               
               
                   
                   
                   
                 data quality incentives and 
               
               
                   
                   
                   
                 performance are built into 
               
               
                   
                   
                   
                 leadership or group metrics). 
               
             
          
           
               
                 Capability Area - Enterprise Operations 
               
               
                 Corporate Operations Management - Operating Finance 
               
             
          
           
               
                 Process Participation 
                 This process involves an 
                 This process involves an 
                 Organization&#39;s financial group 
               
               
                 Who participates in the process 
                 organization&#39;s financial 
                 Organization&#39;s financial group, 
                 that operates as a team. 
               
               
                 execution/approval 
                 personnel organized as a 
                 organized as a function. 
                 Shared services are in place 
               
               
                   
                 collection of jobs, not as a group 
                   
                 providing support across the 
               
               
                   
                 or function. 
                   
                 business. 
               
               
                   
                   
                   
                 Third party operators are in place 
               
               
                   
                   
                   
                 for select financial transaction 
               
               
                   
                   
                   
                 processing 
               
               
                 Process Creation 
                 Perform general accounting 
                 Perform general accounting 
                 Refine and adjust the corporate 
               
               
                 How the process gets executed 
                 operations, participate in group 
                 operations, participate in group 
                 financial strategy 
               
               
                 Points that serve as 
                 budgeting, manage capital and 
                 budgeting, manage capital, 
                 Establish a financial oriented 
               
               
                 differentiators in process 
                 coordinate with auditors and tax 
                 coordinate with auditors and tax 
                 culture and learning perform 
               
               
                 capability and sophistication 
                 preparers. 
                 preparers and establish enterprise 
                 accounting functions 
               
               
                 across the scale 
                   
                 performance management 
                 Establish and conduct a 
               
               
                   
                   
                 practices. 
                 performance management 
               
               
                   
                   
                   
                 strategy centered on value creation  
               
               
                   
                   
                   
                 and ‘manage capital’ principles 
               
               
                   
                   
                   
                 Develop tax strategy 
               
               
                 Process Frequency 
                 This process is ongoing; period- 
                 This process is ongoing; period- 
                 This process is ongoing; the 
               
               
                 Number of times and frequency 
                 by-period following the general 
                 by-period following the 
                 strategic and operational 
               
               
                 at which a process is executed 
                 accounting tax calendar. 
                 accounting calendar with 
                 financial calendar is followed 
               
               
                 Number of iterations required 
                   
                 performance benchmarking for 
                 and continuous improvement 
               
               
                 before process is complete 
                   
                 continuous improvement. 
                 practices are established. 
               
               
                 Process Inputs 
                 Process inputs include CG&amp;S 
                 Process inputs include the CG&amp;S 
                 Process inputs include the CG&amp;S 
               
               
                 Data, intentions, objectives, 
                 organization&#39;s financial targets, 
                 organization&#39;s financial targets, 
                 organization&#39;s financial targets, 
               
               
                 materials, information, events, 
                 overall strategic objectives, and 
                 overall strategic objectives, sales 
                 overall strategic objectives, sales 
               
               
                 outputs from other processes, etc. 
                 investor and group feedback. 
                 and operations plans, major 
                 and operations plans, major 
               
               
                   
                   
                 program requirements and 
                 change program requirements, 
               
               
                   
                   
                 investor and group feedback. 
                 industry benchmarks, investor 
               
               
                   
                   
                   
                 input and group feedback. 
               
               
                 Process Outputs 
                 Process outputs include auditable 
                 Process outputs include auditable 
                 Process outputs include auditable 
               
               
                 Data, intentions, objectives, 
                 financial practices. 
                 financial practices and a 
                 financial practices, a scorecard 
               
               
                 materials, information, events, 
                   
                 scorecard measuring 
                 measuring performance 
               
               
                 outputs from other processes, etc. 
                   
                 performance management in the 
                 management in the enterprise 
               
               
                   
                   
                 enterprise. 
                 and financially responsible and 
               
               
                   
                   
                   
                 integrated culture. 
               
               
                 Process Automation 
                 Automation of basic financial 
                 Financial transaction processing 
                 Financial transaction processing 
               
               
                 Level of automation or tools used 
                 transaction processing systems 
                 systems, electronic data 
                 systems, web-based EDI 
               
               
                 to shape, enable or execute the 
                 and desktop spreadsheet tools 
                 interchange (EDI) and some 
                 (electronic data interchange) 
               
               
                 process. 
                   
                 desktop analytic tools 
                 workflow tools, analytic tools 
               
               
                   
                   
                   
                 and often a data warehouse are 
               
               
                   
                   
                   
                 automated. 
               
               
                   
                   
                   
                 Finance processes are fully built 
               
               
                   
                   
                   
                 into corporate, cross functional 
               
               
                   
                   
                   
                 ERP (enterprise resource planning)  
               
               
                   
                   
                   
                 systems, interface with external  
               
               
                   
                   
                   
                 parties and are used for 
               
               
                   
                   
                   
                 automation in bank. 
               
               
                 Process Integration 
                 Process is integrated into annual  
                 Process is integrated into 
                 Financial processes are linked to 
               
               
                 Level of integration the process 
                 planning processes for setting 
                 financial planning processes, 
                 all business case development, 
               
               
                 has with other processes, 
                 financial targets. 
                 project planning and 
                 financial and project planning, 
               
               
                 systems, tools or third parties 
                   
                 performance score carding. 
                 systems in the case of enterprise 
               
               
                   
                   
                   
                 performance management and 
               
               
                   
                   
                   
                 activity based costing. 
               
               
                   
                   
                   
                 Finance is actively integrated 
               
               
                   
                   
                   
                 into other business areas and 
               
               
                   
                   
                   
                 processes. 
               
             
          
           
               
                 Capability Area - Enterprise Operations 
               
               
                 Corporate Operations Management - Operating HR 
               
             
          
           
               
                 Process Participation 
                 Human resources or the training 
                 C-level (CIO, CFO, CEO)/ 
                 This process involves c-level 
               
               
                 Who participates in the process 
                 groups are involved. 
                 executive team leadership, talent 
                 (CIO, CFO, CEO)/executive 
               
               
                 execution/approval 
                   
                 management/human resources 
                 team leadership, talent 
               
               
                   
                   
                 and training personnel are 
                 management/human resources 
               
               
                   
                   
                 involved. 
                 group, training group, key 
               
               
                   
                   
                   
                 external partners and cascading 
               
               
                   
                   
                   
                 responsibility to all personnel 
               
               
                   
                   
                   
                 with dedicated talent 
               
               
                   
                   
                   
                 management pools embedded 
               
               
                   
                   
                   
                 within each of the organization&#39;s 
               
               
                   
                   
                   
                 groups. 
               
               
                 Process Creation 
                 Review, refine and adjust 
                 This process is characterized by 
                 Develop human capital strategy, 
               
               
                 How the process gets executed 
                 organizational framework and 
                 execution of a partial set of sub 
                 perform change and journey 
               
               
                 Points that serve as 
                 talent management strategy. 
                 processes within high-level 
                 management, perform talent 
               
               
                 differentiators in process 
                 Perform recruitment and 
                 processes of review: 
                 management, sourcing through 
               
               
                 capability and sophistication 
                 training; manage talent 
                 This process includes refining 
                 retirement, manage HR services 
               
               
                 across the scale 
                 management services and 
                 and adjusting organizational 
                 and operations and conduct 
               
               
                   
                 operations. 
                 framework and talent 
                 performance measurement. 
               
               
                   
                   
                 management strategy, 
                 Succession management is 
               
               
                   
                   
                 performing talent management, 
                 planned and executed 
               
               
                   
                   
                 managing talent management 
                 Recognizing the importance of 
               
               
                   
                   
                 service and operations. 
                 talent and career development to 
               
               
                   
                   
                   
                 optimize resource utilization. 
               
               
                 Process Frequency 
                 This process is ongoing, with 
                 This process is ongoing, with 
                 This process is ongoing, with 
               
               
                 Number of times and frequency 
                 annual review and refreshes. 
                 annual refreshes, and in-season 
                 short-term and long-term strategic  
               
               
                 at which a process is executed 
                   
                 management. 
                 planning, quarterly refreshes,  
               
               
                 Number of iterations required 
                   
                   
                 and in-season management. 
               
               
                 before process is complete 
                   
                   
                   
               
               
                 Process Inputs 
                 Process inputs include corporate 
                 Process inputs include corporate 
                 Process inputs include corporate 
               
               
                 Data, intentions, objectives, 
                 strategy, HR measurements, HR 
                 strategy, HR measurements, HR 
                 strategy, line of business 
               
               
                 materials, information, events, 
                 regulatory compliance rules, 
                 regulatory compliance rules, 
                 strategies, HR measurements, 
               
               
                 outputs from other processes, etc. 
                 labor/union agreements, 
                 labor/union agreements, 
                 HR regulatory compliance rules, 
               
               
                   
                 employee feedback and financial 
                 employee feedback, financial 
                 labor/union agreements, 
               
               
                   
                 budget. 
                 budget and major program or 
                 employee feedback, financial 
               
               
                   
                   
                 project plans. 
                 budget, major program or project 
               
               
                   
                   
                   
                 plans, talent management best 
               
               
                   
                   
                   
                 practices and client feedback 
               
               
                 Process Outputs 
                 Process outputs include a talent 
                 Process outputs include talent 
                 Process outputs include talent 
               
               
                 Data, intentions, objectives, 
                 management strategy, and a 
                 management strategy, optimized 
                 management strategy, optimized 
               
               
                 materials, information, events, 
                 refined organization. 
                 organization, talent management 
                 organization, change and journey 
               
               
                 outputs from other processes, etc. 
                   
                 policies and procedures, talent 
                 management plan, talent 
               
               
                   
                   
                 management and HR and 
                 management policies and 
               
               
                   
                   
                 learning tools. 
                 procedures, HR and learning 
               
               
                   
                   
                   
                 tools, outsourced HR operations 
               
               
                   
                   
                   
                 organizations, and succession plan 
               
               
                 Process Automation 
                 This process has automated time  
                 This process has automated time  
                 Automated time and attendance, 
               
               
                 Level of automation or tools used  
                 and attendance, direct deposit of 
                 and attendance and direct deposit  
                 direct deposit of checks, online 
               
               
                 to shape, enable or execute the 
                 of payroll. 
                 payroll, online self-service for 
                 self-service for HR information 
               
               
                 process. 
                   
                 HR information and benefits 
                 and benefits administration, 
               
               
                   
                   
                 administration and online 
                 online training, automated 
               
               
                   
                   
                 recruitment. 
                 performance review tools and 
               
               
                   
                   
                   
                 employee performance scorecard 
               
               
                   
                   
                   
                 and online recruitment 
               
               
                 Process Integration 
                 Process is integrated with 
                 Process is integrated with 
                 Process is integrated with 
               
               
                 Level of integration the process 
                 corporate strategy processes. 
                 corporate strategy processes and 
                 corporate strategy processes, IT 
               
               
                 has with other processes, 
                   
                 IT processes. 
                 processes and major program 
               
               
                 systems, tools or third parties 
                   
                   
                 management processes. 
               
             
          
           
               
                 Capability Area - Enterprise Operations 
               
               
                 Corporate Operations Management - Stakeholder Management 
               
             
          
           
               
                 Process Participation 
                 This process involves a public 
                 This process involves a public 
                 This process involves a public 
               
               
                 Who participates in the process 
                 spokesperson, c-level (CIO, 
                 spokesperson, legal or 
                 affairs/corporate 
               
               
                 execution/approval 
                 CFO, CEO)/executive team or 
                 communications group and  
                 communications group, c-level 
               
               
                   
                 legal representatives. 
                 c-level (CIO, CFO, CEO)/ 
                 (CIO, CFO, CEO)/executive 
               
               
                   
                   
                 executive team for escalation or 
                 team or legal for escalation,  
               
               
                   
                   
                 investor communications. 
                 c-level (CIO, CFO, CEO)/ 
               
               
                   
                   
                   
                 executive team for investor 
               
               
                   
                   
                   
                 communications, charitable 
               
               
                   
                   
                   
                 foundation leaders, and the 
               
               
                   
                   
                   
                 board of directors 
               
               
                 Process Creation 
                 Identify necessary vs. optional 
                 Develop a stakeholder 
                 Develop and maintain a 
               
               
                 How the process gets executed 
                 points of public interaction. 
                 management assessment, 
                 stakeholder management strategy 
               
               
                 Points that serve as 
                 Prioritize and balance proactive 
                 approach and set of guidelines 
                 that is comprehensive and deals 
               
               
                 differentiators in process 
                 and reactive participation and 
                 that is communicated to the 
                 with all constituencies. 
               
               
                 capability and sophistication 
                 communication. 
                 organization. 
                 Align the stakeholder 
               
               
                 across the scale 
                   
                 Establish a stakeholder 
                 management interactions, 
               
               
                   
                   
                 management governance model 
                 participation and investment 
               
               
                   
                   
                 that is managed and executed 
                 with the overall corporate 
               
               
                   
                   
                 consistently with appropriate 
                 strategy components. 
               
               
                   
                   
                 ownership and responsibility. 
                   
               
               
                 Process Frequency 
                 This process is managed on an 
                 This process is ongoing, with 
                 This process is ongoing, with 
               
               
                 Number of times and frequency 
                 ongoing basis by the 
                 annual evaluation of stakeholder 
                 annual refreshes to strategy, 
               
               
                 at which a process is executed 
                 stakeholders. 
                 management performance and 
                 evaluation of stakeholder 
               
               
                 Number of iterations required 
                   
                 investments. 
                 management performance and 
               
               
                 before process is complete 
                   
                   
                 investments in future opportunities. 
               
               
                 Process Inputs 
                 Process inputs include investor 
                 Process inputs include investor 
                 Process inputs include investor 
               
               
                 Data, intentions, objectives, 
                 calendar, governmental activity, 
                 calendar, governmental activity, 
                 calendar, governmental activity, 
               
               
                 materials, information, events, 
                 banking obligations, industry 
                 banking obligations, industry 
                 banking obligations, forecast for 
               
               
                 outputs from other processes, etc. 
                 opportunities, community 
                 opportunities, community 
                 future services, community/ 
               
               
                   
                 sponsorships and funding 
                 sponsorships or opportunities, 
                 public/customer feedback, 
               
               
                   
                 availability. 
                 funding availability, corporate 
                 industry change or trends, 
               
               
                   
                   
                 strategy and customer feedback. 
                 overall corporate strategy and 
               
               
                   
                   
                   
                 investment profile. 
               
               
                 Process Outputs 
                 Process outputs include 
                 Process outputs include 
                 Process outputs include a 
               
               
                 Data, intentions, objectives, 
                 stakeholder communications and 
                 stakeholder communication, 
                 stakeholder communications 
               
               
                 materials, information, events, 
                 select participation. 
                 documented policies and 
                 strategy, plan investment profile 
               
               
                 outputs from other processes, etc. 
                   
                 procedures and a governance 
                 communication, participation 
               
               
                   
                   
                 model. 
                 calendar, executed activities, and 
               
               
                   
                   
                   
                 documented policies and 
               
               
                   
                   
                   
                 procedures. 
               
               
                 Process Automation 
                 This process has automated 
                 This process has automated 
                 This process has automated 
               
               
                 Level of automation or tools used 
                 communication tools. 
                 communication and feedback 
                 communication tools, feedback 
               
               
                 to shape, enable or execute the 
                   
                 tools. 
                 tools and third party information 
               
               
                 process. 
                   
                   
                 sources. 
               
               
                 Process Integration 
                 This process is integrated with 
                 This process is integrated with 
                 This process is integrated with 
               
               
                 Level of integration the process 
                 budgeting and legal processes. 
                 strategy development processes, 
                 strategy development processes, 
               
               
                 has with other processes, 
                   
                 budgeting and legal processes. 
                 operations, budgeting, legal and 
               
               
                 systems, tools or third parties 
                   
                   
                 talent management processes. 
               
             
          
           
               
                 Capability Area - Enterprise Operations 
               
               
                 Facilities and Real Estate Management 
               
             
          
           
               
                 Process Participation 
                 CEO and CFO approval with 
                 The CEO and CFO participate in 
                 There is c-level (CIO, CFO, 
               
               
                 Who participates in the process 
                 real estate/construction, IT and 
                 strategy and issue escalation. 
                 CEO)/executive team participation  
               
               
                 execution/approval 
                 legal are involved. 
                 Real estate, construction, 
                 in strategy and issue escalation.  
               
               
                   
                   
                 maintenance, IT, legal and 
                 Real estate, construction,  
               
               
                   
                   
                 supply chain teams are involved. 
                 maintenance, IT, legal and supply  
               
               
                   
                   
                   
                 chain teams are involved. 
               
               
                 Process Creation 
                 This process includes 
                 Site selection strategy with target 
                 Specific site selection strategy is 
               
               
                 How the process gets executed 
                 opportunistic site selection 
                 calendar is involved for 
                 followed with guidelines,  
               
               
                 Points that serve as 
                 approval and development. 
                 warehouses and production 
                 calendars, and checkpoints; real 
               
               
                 differentiators in process 
                   
                 facilities based on anticipated 
                 estate is viewed as a value driver 
               
               
                 capability and sophistication 
                   
                 growth. 
                 and strategic advantage that is 
               
               
                 across the scale 
                   
                   
                 proactively managed. 
               
               
                 Process Frequency 
                 This process occurs when it is 
                 This process is ongoing; a target 
                 This process is ongoing 
               
               
                 Number of times and frequency 
                 necessary. 
                 calendar for geographic 
                 Real estate calendar is used for 
               
               
                 at which a process is executed 
                   
                 penetration, location, and new 
                 acquisition and divesture, 
               
               
                 Number of iterations required 
                   
                 development or refurbishment is 
                 New development and 
               
               
                 before process is complete 
                   
                 followed. 
                 refurbishment is followed and 
               
               
                   
                   
                   
                 refined with monthly reviews 
               
               
                   
                   
                   
                 and based on market and 
               
               
                   
                   
                   
                 business conditions. 
               
               
                 Process Inputs 
                 Process inputs include growth 
                 Process inputs include growth 
                 Process inputs include growth 
               
               
                 Data, intentions, objectives, 
                 objectives, construction 
                 objectives, construction 
                 objectives, construction 
               
               
                 materials, information, events, 
                 guidelines and budget. 
                 guidelines, budget, retailer needs 
                 guidelines, budget, market 
               
               
                 outputs from other processes, etc. 
                   
                 and market and business 
                 trends, retailer feedback, pending 
               
               
                   
                   
                 conditions. 
                 real estate options, legislation 
               
               
                   
                   
                   
                 changes and interest rate changes. 
               
               
                 Process Outputs 
                 Process outputs include selected 
                 Process outputs include real 
                 Process outputs include 
               
               
                 Data, intentions, objectives, 
                 sites, real estate agreements and 
                 estate strategy, new development 
                 comprehensive real estate 
               
               
                 materials, information, events, 
                 real estate calendar. 
                 and refurbishment guidelines, 
                 strategy, selected sites for short 
               
               
                 outputs from other processes, etc. 
                   
                 selected sites and real estate 
                 and long term development or 
               
               
                   
                   
                 calendar. 
                 competitive position, real estate 
               
               
                   
                   
                   
                 calendar and categorized 
               
               
                   
                   
                   
                 construction guidelines. 
               
               
                 Process Automation 
                 Desktop software for 
                 Desktop software for 
                 Desktop software for 
               
               
                 Level of automation or tools used 
                 communication, research and 
                 construction planning and 
                 construction planning and 
               
               
                 to shape, enable or execute the 
                 analysis is automated. 
                 programs for architectural 
                 programs for architectural 
               
               
                 process. 
                   
                 drawings and specifications are 
                 drawings and specifications are 
               
               
                   
                   
                 automated. 
                 automated. 
               
               
                 Process Integration 
                 Integrated into corporate 
                 Integrated into corporate 
                 Integrated into corporate and 
               
               
                 Level of integration the process 
                 strategic planning 
                 strategic planning, and 
                 retailer strategic planning, sales 
               
               
                 has with other processes, 
                   
                 merchandise and inventory 
                 and operations planning and 
               
               
                 systems, tools or third parties 
                   
                 planning processes 
                 merchandise and inventory 
               
               
                   
                   
                   
                 planning systems 
               
               
                 Process Participation 
                 CEO and CFO approval 
                 CEO, CFO and participation in 
                 C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 Real estate, construction, IT and 
                 strategy and issue escalation 
                 executive team participation in 
               
               
                 execution/approval 
                 legal are involved 
                 Real estate, construction, 
                 strategy and issue escalation 
               
               
                   
                   
                 maintenance, IT, legal and 
                 Real estate, construction, 
               
               
                   
                   
                 supply chain team are involved 
                 maintenance, IT, legal, finance 
               
               
                   
                   
                   
                 and supply chain teams are 
               
               
                   
                   
                   
                 involved 
               
               
                 Process Creation 
                 This process includes 
                 Site selection strategy with target 
                 C-level (CIO, CFO, CEO)/ 
               
               
                 How the process gets executed 
                 opportunistic site selection 
                 calendar is involved for 
                 executive team participation in 
               
               
                 Points that serve as 
                 approval and development. 
                 warehouses and production 
                 strategy and issue escalation 
               
               
                 differentiators in process 
                   
                 facilities based on anticipated 
                 Real estate, construction, 
               
               
                 capability and sophistication 
                   
                 growth 
                 maintenance, IT, legal, finance 
               
               
                 across the scale 
                   
                   
                 and supply chain teams are 
               
               
                   
                   
                   
                 involved 
               
               
                   
                   
                   
                 Specific site selection strategy is 
               
               
                   
                   
                   
                 followed with guidelines, 
               
               
                   
                   
                   
                 calendars, and checkpoints 
               
               
                   
                   
                   
                 Real estate is viewed as a value 
               
               
                   
                   
                   
                 driver and strategic advantage 
               
               
                   
                   
                   
                 that is proactively managed. 
               
               
                 Process Frequency 
                 This process occurs as-needed 
                 This process is ongoing 
                 This process is ongoing 
               
               
                 Number of times and frequency 
                   
                 A target calendar for geographic 
                 Real estate calendar for 
               
               
                 at which a process is executed 
                   
                 penetration, location, and new 
                 acquisition and divesture is 
               
               
                 Number of iterations required 
                   
                 development or refurbishment is 
                 followed 
               
               
                 before process is complete 
                   
                 followed. 
                 New development and 
               
               
                   
                   
                   
                 refurbishment with monthly 
               
               
                   
                   
                   
                 reviews is followed and refined 
               
               
                   
                   
                   
                 based on market and business 
               
               
                   
                   
                   
                 conditions. 
               
               
                 Process Inputs 
                 Process inputs include growth 
                 Process inputs include growth 
                 Process inputs include growth 
               
               
                 Data, intentions, objectives, 
                 objectives, construction 
                 objectives, construction 
                 objectives, construction 
               
               
                 materials, information, events, 
                 guidelines and budget. 
                 guidelines, budget, retailer 
                 guidelines, budget, market 
               
               
                 outputs from other processes, etc. 
                   
                 needs, and market and business 
                 trends, retailer feedback, pending 
               
               
                   
                   
                 conditions. 
                 real estate options, legislation 
               
               
                   
                   
                   
                 changes and interest rate changes. 
               
               
                 Process Outputs 
                 Process outputs include selected 
                 Process outputs include real 
                 Process outputs include 
               
               
                 Data, intentions, objectives, 
                 sites, real estate agreements and 
                 estate strategy, new development 
                 comprehensive real estate 
               
               
                 materials, information, events, 
                 real estate calendar. 
                 and refurbishment guidelines, 
                 strategy, selected sites for short 
               
               
                 outputs from other processes, etc. 
                   
                 selected sites and real estate 
                 and long term development or 
               
               
                   
                   
                 calendar. 
                 competitive position, real estate 
               
               
                   
                   
                   
                 calendar and categorized 
               
               
                   
                   
                   
                 construction guidelines. 
               
               
                 Process Automation 
                 Desktop software for 
                 Desktop software for 
                 Desktop software for 
               
               
                 Level of automation or tools used 
                 communication, research and 
                 construction planning and 
                 construction planning and 
               
               
                 to shape, enable or execute the 
                 analysis are automated. 
                 programs for architectural 
                 programs for architectural 
               
               
                 process. 
                   
                 drawings and specifications are 
                 drawings and specifications are 
               
               
                   
                   
                 automated. 
                 automated. 
               
               
                 Process Integration 
                 Integrated into corporate 
                 Integrated into corporate 
                 Integrated into corporate and 
               
               
                 Level of integration the process 
                 strategic planning 
                 strategic planning, and 
                 retailer strategic planning, sales 
               
               
                 has with other processes, 
                   
                 merchandise and inventory 
                 and operations planning and 
               
               
                 systems, tools or third parties 
                   
                 planning processes 
                 merchandise and inventory 
               
               
                   
                   
                   
                 planning systems 
               
             
          
           
               
                 Capability Area - Enterprise Operations 
               
               
                 Information Systems and Technology Management 
               
             
          
           
               
                 Process Participation 
                 Information technology (IT) 
                 Information technology group 
                 Information technology with 
               
               
                 Who participates in the process 
                 group is involved 
                 with business user participation 
                 regular c-level (CIO, CFO, CEO)/ 
               
               
                 execution/approval 
                   
                 is involved. 
                 executive team, senior business 
               
               
                   
                   
                   
                 leadership and business user 
               
               
                   
                   
                   
                 participation are involved in 
               
               
                   
                   
                   
                 business process outsourcing of 
               
               
                   
                   
                   
                 information technology. 
               
               
                 Process Creation 
                 Develop or acquire IT solutions, 
                 Develop basic IT strategy, 
                 Develop comprehensive IT 
               
               
                 How the process gets executed 
                 manage IT assets, data and 
                 develop or acquire IT solutions, 
                 strategy aligned with business 
               
               
                 Points that serve as 
                 resources, manage solution 
                 manage IT assets, data and 
                 strategy, develop or acquire IT 
               
               
                 differentiators in process 
                 provider services, contracts and 
                 resources, manage solution 
                 solutions, manage IT assets, data; 
               
               
                 capability and sophistication 
                 licenses and operate and support 
                 provider services, contracts and 
                 and resources, manage solution 
               
               
                 across the scale 
                 IT solutions and end users 
                 licenses and operate and support 
                 provider services, contracts and 
               
               
                   
                   
                 IT solutions and end users 
                 licenses, operate and support IT 
               
               
                   
                   
                   
                 solutions and end users and 
               
               
                   
                   
                   
                 outsource or share select or all IT 
               
               
                   
                   
                   
                 processes. 
               
               
                 Process Frequency 
                 This process is ongoing, but 
                 This process is ongoing with a 
                 This process is ongoing with a 
               
               
                 Number of times and frequency 
                 limited to new development with 
                 balance on new development and 
                 focus on innovation and new 
               
               
                 at which a process is executed 
                 primary focus on operations and 
                 maintenance support. 
                 development. 
               
               
                 Number of iterations required 
                 support. 
                   
                 Operations and maintenance may 
               
               
                 before process is complete 
                   
                   
                 be outsourced or may constitute 
               
               
                   
                   
                   
                 a small percentage of IT activity. 
               
               
                 Process Inputs 
                 Process inputs include IT 
                 Process inputs include corporate 
                 Process inputs include corporate 
               
               
                 Data, intentions, objectives, 
                 historical performance and 
                 strategy, business priorities, end 
                 strategy, business priorities, 
               
               
                 materials, information, events, 
                 budget, business objectives and 
                 user feedback, competitor 
                 trading partner and end user 
               
               
                 outputs from other processes, etc. 
                 end user feedback. 
                 activity, IT performance 
                 feedback, competitor activity, 
               
               
                   
                   
                 measures and service level 
                 industry and out of industry 
               
               
                   
                   
                 agreements. 
                 benchmarks, IT performance 
               
               
                   
                   
                   
                 measures and service level 
               
               
                   
                   
                   
                 agreements. 
               
               
                 Process Outputs 
                 Process outputs include IT 
                 Process outputs include IT 
                 Process outputs include IT  
               
               
                 Data, intentions, objectives, 
                 solutions and IT support. 
                 strategy, IT solutions and IT 
                 strategy, IT architecture, IT 
               
               
                 materials, information, events, 
                   
                 support. 
                 innovation, IT solutions and IT 
               
               
                 outputs from other processes, etc. 
                   
                   
                 support. 
               
               
                 Process Automation 
                 Basic solutions, minimal tools 
                 Industry common practice 
                 Comprehensive, integrated 
               
               
                 Level of automation or tools used 
                 and limited architecture are 
                 solutions, some integrated 
                 architecture and solution set and 
               
               
                 to shape, enable or execute the 
                 automated. 
                 architecture components and 
                 a significant use of tools are 
               
               
                 process. 
                   
                 select tools are automated. 
                 automated. 
               
               
                 Process Integration 
                 There is limited integration of 
                 There is some integration into 
                 Comprehensive integration 
               
               
                 Level of integration the process 
                 data and solutions 
                 strategy and business process 
                 occurs at all levels of the 
               
               
                 has with other processes, 
                 Usually involves integrating in 
                 planning 
                 organization. 
               
               
                 systems, tools or third parties 
                 batches or using manual steps 
                   
                   
               
             
          
           
               
                 INSIGHT AND DECISION MAKING 
               
               
                 Capability Area - Insight and Decision Making 
               
               
                 Insights and Analytics 
               
             
          
           
               
                 Process Participation 
                 Commercial director, product 
                 Commercial director, marketing 
                 Commercial director, marketing 
               
               
                 Who participates in the process 
                 manager, and CFO 
                 manager, product manager and 
                 manager, product manager and 
               
               
                 execution/approval 
                   
                 CFO are facilitated by a 
                 CFO are facilitated by a 
               
               
                   
                   
                 commercial intelligence manager. 
                 commercial intelligence manager. 
               
               
                   
                   
                   
                 Assistance from outside 
               
               
                   
                   
                   
                 companies is utilized (commercial  
               
               
                   
                   
                   
                 research firms: quantitative  
               
               
                   
                   
                   
                 and qualitative market research). 
               
               
                 Process Creation 
                 Process evolves from proto- 
                 Some information is assessed 
                 Information is assessed and 
               
               
                 How the process gets executed 
                 intelligence functions and is not 
                 and shared among the diffeient 
                 conclusions are developed based 
               
               
                 Points that serve as 
                 well documented. 
                 areas with loosely defined 
                 on identified opportunities. 
               
               
                 differentiators in process 
                 The formatted inputs are not 
                 standards. 
                 The process produces a 
               
               
                 capability and sophistication 
                 standardized. 
                 Commercial information begins 
                 sophisticated measurement and 
               
               
                 across the scale 
                 There are limited inputs to 
                 to come from stored queries in 
                 analysis. 
               
               
                   
                 assess the market. 
                 the system, as an initial stage of  
                 All users are aware of the 
               
               
                   
                 Data is usually pulled out of 
                 BI implementation. 
                 rigorous standards to reach the 
               
               
                   
                 internally available 
                   
                 data and to capture the 
               
               
                   
                 documentation or generated 
                   
                 information which is in place. 
               
               
                   
                 information. 
                   
                   
               
               
                 Process Frequency 
                 Executed monthly and mixed 
                 Executed monthly in a separated 
                 Process frequency is bi-weekly 
               
               
                 Number of times and frequency 
                 with sales and marketing 
                 session, with bi-weekly updates 
                 with weekly updates 
               
               
                 at which a process is executed 
                 meetings 
                 (when necessary) 
                 Processes are revised and 
               
               
                 Number of iterations required 
                 Processes are generally left 
                 Processes revised every 6-9  
                 amended quarterly 
               
               
                 before process is complete 
                 unrevised 
                 months and communicated to 
                   
               
               
                   
                   
                 users and stakeholders in advance 
                   
               
               
                 Process Inputs 
                 Process inputs include various 
                 Process input include various 
                 Process inputs include data from 
               
               
                 Data, intentions, objectives, 
                 sources: external (market 
                 sources: external (market 
                 various sources and are fully 
               
               
                 materials, information, events, 
                 research information), internal 
                 research information), internal 
                 integrated into company 
               
               
                 outputs from other processes, etc. 
                 (category/brand, 
                 (category/brand, 
                 information system (BI/ERP). 
               
               
                   
                 consumer/shopper/channel/ 
                 consumer/shopper/channel/ 
                   
               
               
                   
                 customer, competitor) and  
                 customer, competitor) and 
                   
               
               
                   
                 financial (company financial  
                 financial (company financial and 
                   
               
               
                   
                 and performance results). 
                 performance results). 
                   
               
               
                   
                   
                 Some rigor and attention for 
                   
               
               
                   
                   
                 external data is emphasized (for 
                   
               
               
                   
                   
                 example, competitor information). 
                   
               
               
                 Process Outputs 
                 Process outputs include lists and  
                 Process outputs include 
                 Process outputs include online 
               
               
                 Decisions, status, events, actions,  
                 data compilations, not 
                 categorized reports, focused on 
                 reports (customizable) for the 
               
               
                 information, materials, finished 
                 necessarily an insight or 
                 competition penetration (new 
                 team members. 
               
               
                 product, etc., resulting from the 
                 recommendation. 
                 points of sale, new products and 
                 Recommendations to serve new 
               
               
                 process. 
                   
                 promotions). 
                 customers/clients/channels, 
               
               
                   
                   
                 It has episodically insights and 
                 product lines and category white 
               
               
                   
                   
                 actionable items. 
                 space identification. 
               
               
                 Process Automation 
                 Electronic spreadsheets with 
                 Data resides in company&#39;s 
                 Data is integrated into BI/ERP. 
               
               
                 Level of automation or tools used 
                 data pulled out of information 
                 information system 
                   
               
               
                 to shape, enable or execute the 
                 system via stored queries 
                 Data is retrieved and analyzed 
                   
               
               
                 process. 
                 from pre-programmed reports 
                   
                   
               
               
                 Process Integration 
                 Data silos, with limited 
                 Data is partially available and 
                 Fully integrated into enterprise&#39;s 
               
               
                 Level of integration the process 
                 interaction among areas are not 
                 integrated into BI/ERP systems. 
                 BI/ERP systems 
               
               
                 has with other processes, 
                 well represented, (for example, 
                 Well represented, selected 
                 Data/information analysis 
               
               
                 systems, tools or third parties 
                 individuals are not fully 
                 individuals are empowered to  
                 holistic in nature and involves a 
               
               
                   
                 empowered to approve 
                 approve recommended actions. 
                 high degree of participation 
               
               
                   
                 recommended actions.) 
                   
                 from the key areas 
               
             
          
           
               
                 Capability Area - Insight and Decision Making 
               
               
                 Performance Measurement 
               
             
          
           
               
                 Process Participation 
                 CFO facilitates the process with 
                 C-level (CIO, CFO, CEO)/ 
                 C-level (CIO, CFO, CEO)/ 
               
               
                 Who participates in the process 
                 participation of second/third 
                 executive team leads meetings 
                 executive team leads meetings 
               
               
                 execution/approval 
                 levels below c-suite (chief 
                 with key members, using the 
                 with key members, using the 
               
               
                   
                 management). 
                 same agenda, and deepening the 
                 same agenda, and deepening 
               
               
                   
                 Participants are not totally 
                 understanding of specific items. 
                 understanding of specific items 
               
               
                   
                 empowered to carry on decisions 
                 These members have the power 
                 These members have the power 
               
               
                   
                 made during discussions and 
                 to implement some of the 
                 to implement approved 
               
               
                   
                 behave more like messengers. 
                 approved recommendations, 
                 recommendations. 
               
               
                   
                   
                 needing punctual intervention 
                   
               
               
                   
                   
                 from leadership. 
                   
               
               
                 Process Creation 
                 Process creation and revision 
                 The process is constantly being 
                 The process is constantly being 
               
               
                 How the process gets executed 
                 consists of marginal 
                 revised and aims to integrate 
                 revised and integrates all needed 
               
               
                 Points that serve as 
                 improvements on current 
                 other data analyzing capabilities 
                 data into it. 
               
               
                 differentiators in process 
                 processes. 
                 into it. 
                 Few integration points are 
               
               
                 capability and sophistication 
                   
                 Most of the effort is to 
                 needed. 
               
               
                 across the scale 
                   
                 synchronize and standardize data,  
                 Little data synchronization is 
               
               
                   
                   
                 concepts, procedures and  
                 needed. 
               
               
                   
                   
                 exceptions. 
                   
               
               
                 Process Frequency 
                 Some cycles such as planning 
                 Planning and budgeting may 
                 Planning and budgeting is fully 
               
               
                 Number of times and frequency 
                 and budgeting are set in the 
                 occur 2-4 months before the end 
                 integrated into day-to-day 
               
               
                 at which a process is executed 
                 calendar 3-5 months in advance 
                 of the FY (fiscal year). 
                 operations. 
               
               
                 Number of iterations required 
                 of the company&#39;s fiscal year. 
                 Changes in importance are 
                 Process cuts occur on a monthly 
               
               
                 before process is complete 
                 Other processes, such as KPI&#39;s 
                 captured by using the last 
                 basis 
               
               
                   
                 and forecasts are, by nature, 
                 available data. 
                   
               
               
                   
                 monthly. 
                   
                   
               
               
                   
                 There are some process that 
                   
                   
               
               
                   
                 occur in between, such as price 
                   
                   
               
               
                   
                 transfers. 
                   
                   
               
               
                 Process Inputs 
                 The nature of this capability is to 
                 Semi-standardized data needs 
                 Standardized data and clear KPI 
               
               
                 Data, intentions, objectives, 
                 gather and study numbers. 
                 few interventions and basic KPI 
                 definitions are used for each 
               
               
                 materials, information, events, 
                 Inputs are data categories that 
                 definitions are used for each 
                 input. 
               
               
                 outputs from other processes, etc. 
                 range from financial, to 
                 input. 
                   
               
               
                   
                 commercial, to sales and 
                 Results of some data cleaning 
                   
               
               
                   
                 marketing, to supply chain and 
                 and measurement are subject to 
                   
               
               
                   
                 competitors. 
                 auditing. 
                   
               
               
                   
                 Data is not always understood or 
                   
                   
               
               
                   
                 standardized. 
                   
                   
               
               
                 Process Outputs 
                 Process outputs are included in 
                 Process outputs include 
                 Process outputs include 
               
               
                 Decisions, status, events, actions, 
                 several reports on company 
                 complete and accurate reports 
                 complete and accurate reports, 
               
               
                 information, materials, finished 
                 performance 
                 which still need to be 
                 standardized or with ability to 
               
               
                 product, etc., resulting from the 
                 Reports are fixed in format and 
                 standardized or which have a 
                 generate user-created queries 
               
               
                 process. 
                 incomplete due to lack of 
                 limited ability to generate user- 
                   
               
               
                   
                 thorough design 
                 created queries 
                   
               
               
                   
                 Incompetent systems limit 
                   
                   
               
               
                   
                 completeness and accuracy 
                   
                   
               
               
                 Process Automation 
                 Very little automation exists 
                 Process is better integrated with 
                 Process is fully integrated with 
               
               
                 Level of automation or tools used 
                 except for data pulled out of the 
                 enterprise planning systems 
                 enterprise planning systems 
               
               
                 to shape, enable or execute the 
                 system with the aid of stored 
                   
                   
               
               
                 process. 
                 queries 
                   
                   
               
               
                 Process Integration 
                 Processes are integrated link by  
                 Integration occurs at participant  
                 Integration occurs at group and 
               
               
                 Level of integration the process 
                 link. 
                 level, which standardizes data 
                 area level, which standardizes 
               
               
                 has with other processes, 
                 There is no demonstration of 
                 capture and the timing of 
                 data capture and the timing of 
               
               
                 systems, tools or third parties 
                 architecture. 
                 capture. 
                 capture.