Suggested Questions to Explore*

The most important aspect of the Self-Assessment Tool is the questions it poses. Answers are important; you need answers because you need action. But the most important thing is to ask these questions.

—Peter F. Drucker*

Question 1: What Is Our Mission?

As you work through the overarching question “What is our mission?” consider the following additional questions—they may help you find the answers you seek:

What Are We Trying to Achieve?*

  • What is your organization's current understanding of the organization's mission?*
  • What is your organization's reason for being?*
  • Why do you do what you do?*
  • For what, in the end, do you want to be remembered?*

What Are the Significant External or Internal Challenges, Opportunities, and Issues?

  • What significant challenges is the organization facing—changing demographics, legislation or regulations, emerging technologies, and competition?
  • What significant opportunities are presenting themselves—partnerships and collaborations, leading-edge practices or approaches, social or cultural trends?
  • What are the emerging critical issues for the organization—need for multilingual employees, community-based issues, market share, rising cost of health care, changing distribution channels?

Does Our Mission Need to Be Revisited?*

  • Does the mission statement need to be redefined? If not, why not? If yes, why is that?*
  • In what ways, if any, would you rewrite or refocus the mission statement for your organization?*
  • What would be the major benefits of a new mission? Why do you say that?*
  • What problems, if any, would you be likely to encounter with the new mission? Among whom? Why is that? What steps, if any, may need to be taken to effect this change?*

Question 2: Who Is Our Customer?

As you work through the overarching question “Who is our customer?” consider the following additional questions—they may help you find the answers you seek:

Who Are Our Customers?

  • Create a list of those who use the organization's products or services? For nonprofits, from that list identify who is the primary customer—the people whose lives are changed through the organization's work. For businesses, from the list identify who the primary customer is currently and determine if that customer can and will sustain the organization based on demographic potential and so on? For public institutions, often the primary customer is determined through legislation or by the government authority establishing the organization.
  • Create a list of supporting customers—the volunteers, members, partners, funders, referral sources, employees, and others—both inside and outside the organization who must be satisfied.
  • What value do we provide each of these customers?*
  • Do our strengths, our competencies, and resources match the needs of these customers? If yes, in what way? If not, why not?*

Have Our Customers Changed?*

  • In what ways, if any, have your customers changed? Think in terms of . . .*
    • Demographics? (age, sex, race, ethnicity)*
    • Primary needs? (training, shelter, day care, and so on)*
    • Number? (greater, fewer)*
    • Physical and psychological well-being? (such as drug dependence, family dysfunction)*
    • Other ways? (for example, location, workplace)*
  • What are the implications of these changes for your organization?*

Should We Add or Delete Some Customers?*

  • What other groups of customers, if any, should the organization be serving? Why is that?*
  • What special competencies does the organization have to benefit them?*
  • What groups of current customers, if any, should the organization no longer serve?*
  • Why is that? (Their needs have changed? Your resources are too limited? Other organizations are more effective? Their needs do not fit your organization's mission? Its competencies?)*

Question 3: What Does the Customer Value?

As you work through the overarching question “What does the customer value?” consider the following additional questions—they may help you find the answers you seek:

What Do Our Customers Value?*

  • Think about value in terms of what your organization does that fills a specific need, provides satisfaction, or offers a benefit to your primary customers that they do not receive from another source. For each group of primary customers . . . briefly describe what each values about your organization.*
  • Think about value in terms of what your organization does that fills a specific need, provides satisfaction, or offers a benefit to your secondary customers that they do not receive from another source. For each group of supporting customers . . . briefly describe what each values about your organization.*
  • What are our customers' long-term aspirations, and what is our capacity and competency to deliver on those aspirations?
  • How well does your organization provide what each of your customers considers value?*
  • How can the knowledge you have about what your customers consider value be used to make decisions in areas like those listed?*
    • Products or services
    • Recruitment
    • Training
    • Innovation
    • Fund development
    • Marketing
    • Other
  • What resources—internal and external—can you use to determine your customers' level of satisfaction? For example, do you need to conduct a survey of current customers as well as those who no longer use your service?*
  • What do our supporting customers consider value?*
  • If they are donors, do they value recognition or a sense that their contribution is helping solve a community problem?
  • If they are volunteers, do they give of their time because they seek to learn new skills, make new friends, feel that they are helping change lives?
  • If they are related to the primary customer, do we know what their expectations are, as related to their family member?
  • If they are distributors or members of the supply chain for our product or service, what are their needs and constraints related to their mission, profitability, and goals?

Question 4: What Are Our Results?

As you work through the overarching question “What are our results?” consider the following additional questions—they may help you find the answers you seek:

How Do We Define Results for Our Organization?*

  • Having thought through the first three Drucker questions on Mission, Customers, and Value . . . would you define “results” any differently? Why or why not?*
  • How would you define results in the future?

To What Extent Have We Achieved These Results?*

  • Considering your responses [to the questions in the previous section], to what extent has your organization achieved these results?*
  • What are the major activities or programs that have helped (or hindered) the achievement of these results?*
  • How will you measure results in the future, both qualitatively and quantitatively?

How Well Are We Using Our Resources?*

  • How well is your organization using its human resources—its volunteers, board, staff, and so on? How do you know that? What should the organization be doing?*
  • How well is your organization using its financial resources—such as its money, buildings, investments, gifts? How do you know that? What should the organization be doing?*
  • How effectively are we attending to the value and positioning of our brand and our brand promise?
  • What have been the results of your organization's efforts to attract and keep donors? Why is that?*
  • How does the organization define and share its results with the donors? In what ways, if any, should it change its procedures? Why or why not?*
  • Are other, similar organizations doing a better job of using their human and financial resources? Of attracting and satisfying donors? Of using their board? If yes, why is that? What can you learn from them?*

Question 5: What Is Our Plan?

As you work through the overarching question “What is our plan?” consider the following additional questions—they may help you find the answers you seek:

What Have We Learned, and What Do We Recommend?*

  • List the most important lessons and summarize the actions they suggest.*
  • Think about information that will help not only in the area for which you have responsibility but also in planning for the future direction and activities of the organization.*

Where Should We Focus Our Efforts?*

  • List those areas where you believe your group or area of responsibility should be focused. Briefly state your reasons and how each one fits the mission.*
  • Given what you have learned, list those areas where you believe your organization should be focused. Next, briefly state your reasons and how each one fits the mission.*

What, If Anything, Should We Do Differently?*

  • Are there programs, activities, or customer needs that the organization should add?*
  • Abandon?*
  • Refer to other organizations, that is, “outsource” if it is unable to handle them effectively or efficiently in-house?*
  • Why is that?*

What Is Our Plan to Achieve Results for the Organization?*

  • What are the goals that will enable us to achieve the desired results?
  • For nonprofits, what are the goals (fundamental aims) that will change lives and help us further the mission?
  • What are the measurable objectives that will enable us to achieve our goals?
  • What are the measurable action steps that will enable us to achieve our objectives?
  • What are the budget implications of the resources required to achieve these goals, objectives, and action steps?
  • What are the target dates for completion?
  • Who will be responsible and accountable for achieving each goal, objective, and action step?
  • What staffing will be needed to support this plan?
  • How do we evaluate and measure the desired results?

What Is My Plan to Achieve Results for My Group or Responsibility Area?*

  • Make a list of action items you have the authority to enact as well as those recommendations that need to be approved by appropriate board and staff teams.*
  • Then establish a target date for approval and implementation.*
  • Identify staff support needed.*

Notes

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