Your Business Priority Report
Based on the information you have provided in the calculator, we can provide you with these insights into the priorities in your organisation.
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What you told us:
Money Keystone @ %
- It could be that money is not your main focus in your organisation, which could be a positive. However, it may be unrealistic to give money that little focus and it would be worth reviewing your selections.
- Your organisation is not focused on money, but does give it some attention. It is very easy to spend too much time on finances and that is easier if you have a healthy cash-flow. Although you don’t prioritise money, legislation and your funders may not have the same opinion.
- You have a balanced view of money and it is clearly key to your success. Money always needs to have attention as it is normally key to sustaining the organisation and its proper use is one of the most regulated aspect of running a business. However, if it is your top priority it may that you you are sacrificing other keystones of the organisation.
- There is too much focus on money in the organisation. Obviously money is important, but unless you are a financial institution, your priorities are a little too heavily weighted towards this keystone. It may be that you are all about the bottom-line or cashflow, but that will have a severe impact on all the other keystones.
- Your organisation is a merciless money making machine which cares nothing for its reputation, people or, well, anything else really.
Brand Keystone @ %
- Your reputation and brand can quickly become damaged with little or no focus. Visibility in the marketplace may not be a priority but nobody wants a bad name.
- It’s good that you are giving your brand some focus. It may be that your brand is strong and you have a good reputation. These need maintenance and a negative incident may shift your priorities. However, if you rely on social media for leads and marketing, then this may deserve a higher score.
- Your organisations brand is important. You will be focused on building a recognisable brand along with a making and keeping a good reputation with your contacts. Brand relies on good use of the other keystones and therefore this could be a good balanced priority. However, if it becomes all about the look you may take you eye off the contacts, information and people which contribute to maintaining a good reputation
- Brand is so important to your organisation that you are in danger of spending all your time designing, promoting, and gathering feedback from your contacts to ensure your reputation is unsullied. This may be a blip in you priority and not your preferred position. It may be worth revisiting the calculator and considering where you would like to and not where you are with regards to your brand.
- You are all about the brand. Who designs it, what supports it and whether it’s protected or not is an irrelevance. You are, or are trying to become, a highly recognised brand. Whether you have a valued product, people to deliver it or customers that use it is of no concern. However, everyone knows your logo.
- It’s possible that you have little intellectual property to protect and utilise in your organisation. Keep an eye on this; Ideas, logos, names, designs, articles and products are just a few of the things that may need some attention.
- You recognise that you do have some intellectual property that deserves some attention. Keep an eye on this; New ideas, logos, names, designs, articles and products are just a few of the things that may need some attention in the future.
- It’s clear that your organisations intellectual property is given a good priority. You probably have some important products and ideas that are key to your success and need protection. Watch that you don’t create an over-protective environment which stifles innovation and use of intellectual property as that will have detrimental effect on other keystones.
- At this level of focus in intellectual property it would suggest you have some very important secrets to protect. If not, this is an unbalanced priority and needs addressing. It may be that you are considering the information or physical keystone elements as intellectual.
- You have secrets you are keeping from the government. You probably have a cure for the common cold but sell cough medicine. You scour internet to find infringements of your copyright. You pursue everyone who comes close to your intellectual property. You’ve probably tried to trademark the alphabet.
- Bearing in mind that contacts include your current and future customers, clients and partners, it is concerning that this keystone is scored so low. Although it may not be your top priority, it probably shouldn’t be this low.
- The Contacts keystone includes your current and future customers, clients and partners. It may be that you have a sufficient and stable customer base and you care for their needs well. However, although it may not be your top priority, it may need a little more attention.
- Having prioritised contacts at this level is probably appropriate. Every organisation relies on having customers, clients, suppliers and a healthy approach to finding and developing leads. Of course, having contacts will mean nothing if you don’t maintain the reasons they came to you in first place. As ever, striking a balance is so important.
- To a certain extent, being this focused on your contacts could be seem as commendable. The problem is the impact on all the other keystones. This level of focus on customers, vendors and leads will detract from regulatory matters in money, information and people.
- My goodness your contacts are important to you. Your address book has the names of every human being, living and dead. You know you market inside out. However, your people hate you, you have no money and your reputation is in the pits.
- Information is regularly referred to as the lifeblood of an organisation. It may be that your view of information is not where it should be, especially in relation to the personal data that you process.
- As information is the lifeblood of your organisations, it’s good that you give it some priority. Whether it is sufficient depends on you use of information, especially if that includes personal data.
- You have a fine opinion of information in the organisation. It’s easy to overlook this keystone in favour of the others. Informations is clearly important to your organisation and quite rightly so.
- Information is key to a business, but it probably doesn’t warrant being this high a priority. If your key activity is the collection, storage, distribution or analysis of data, then possibly so. Otherwise, this needs revisiting to avoid losing focus in other areas.
- You have an unhealthy regard for information. When anyone on earth sneezes, you keep a record of it, in line with the appropriate compliance requirements, of course. Your processes and procedures are documented to the most finite detail and your people know exactly what to do and are all looking for jobs elsewhere.
People Keystone @ %
- If you have no employees or suppliers and you do not value your own skills and experience then this score may be correct. Otherwise, it may be worth reviewing what is important.
- The importance of people are clearly on your radar. If you are a sole trader, this may be highly appropriate. However, if you employ others or have some key suppliers to support your organisation, then this is probably a little low. Consider the impact of not having the capacity or capability available to deliver your activities.
- Having a good focus on people is a commendable place to be. There is every chance that they are key to your continued success and investing in this keystone helps ensure that. It is possible to give this a little too much attention so take take if this is your top priority.
- It is true that with skilled, experienced people the organisation will not be as effective. However, this level of focus might be be detrimental to the organisation. It may be that the contacts keystones needs revisiting to consider the customers and suppliers too.
- Your organisation has the best people; fit, healthy, skilled, experienced and trained within an inch of their lives. Your vendors love you. Your contacts hate you, however, and your Physical assets are going to rack and ruin but the staff choir drowns out the sound of customer complaints. Oh yeah, you can’t afford to keep the people as they are the best around!
- It is possible that you have very few physical assets in the business. You must work from somewhere and use something physical in the organisation so another look at this might be a good idea.
- It is very possible to run an organisation with very few physical assets. However, those you do use are likely to be key to your activities and will need some attention. This level of priority might be appropriate in an online service company but would be unbalanced for a construction business.
- Your physical keystone is important to the organisation. You probably have a number of buildings, equipment and technology which needs maintenance. Health and safety will also be a key focus. It is good for physical to be given this level of attention but may not warrant becoming your number one priority.
- Caring for equipment, buildings, technology and other physical elements is a good focus, but this is probably too high. People may need more focus as they use the physical keystone to deliver your organisations business.
- Your buildings are immaculate, top notice technology, state of the industry plant and a burgeoning stock room. You’re broke of course. The people have all left because maintenance said they weren’t allowed in the buildings or to use the equipment. But, hey… lovely buildings!
Oh dear… You seemed to have bypassed the priority calculator, and not being psychic, there can be no revelation revealed here within!
Not quite right?
Does that sound like your organisation? Perhaps you need to reconsider some of the scores.
Click the button below to adjust some of your scores to fine tune the report.
So what next?
Understanding your Priorities is one step to growing your business successfully. However, there is a little way to becoming as successful as you can be.
Firstly, looking at the Gydeline Method (right), are you clear on your Vision and Values and how they relate to your priorities? It may be that reflecting on what drives you and the rules you live by may affect your prioritisation yet further.
Secondly, take some time to consider these questions about your highest priority keystones: