$99 LifeCycle Assessment

To receive a preliminary lifecycle assessment of your organization, please complete this questionnaire. Your data will be reviewed by Corporate LifeCycles Founder Ian MacDougall and is never shared with third parties.

Total cost for each customized assessment is $99.00.

(You will be able to pay via credit card after we receive your data.)

Preliminary LifeCycle Assessment

Please select all of the following statements that best describe your organization:

In order to generate cash we often chase sales that are not related to our core business

Few procedures, rules, policies, or systems

Hands-on leaders deeply involved in day-to-day sales and operations

One-person show

We are prepared to sell at a loss to generate cash

Slow decisions, paralysis by over-analysis

Everything is a priority

Insufficient cost controls

Adhoc budgeting

No one but the founder knows what is going on

The less risk individuals take the more successful they are

Who you know is more important than what you do

Insufficient delegation

Decreasing entrepreneurial activity

Our founder is struggling to change his/her leadership style

Profit orientation

Sales orientation

Excessive emphasis on how things are done, rather than what is done

Too much formality concerning dress, titles and office decor

We don’t ‘get what we want’ – we ‘want what we get’

Individuals are concerned, but as a group it's ‘business as usual’

Losing market share in core markets

Everything is permitted unless specifically forbidden

It’s difficult to predict our results

Cash rich

Low internal innovation

We have attempted to rejuvenate ourselves by buying other companies

Real decision making power lies with corporate staff (Accounting; Finance; Legal)

Rising profits, flat sales

Inconsistent delegation of authority

New products/services are often launched prematurely

Most people in our organization are satisfied with the status quo

Managers feel that their authority doesn’t match their responsibility

Many people feel that they have too many projects and assignments to handle

Constantly changing ‘deals’ in the markets we serve

Unable to close reference accounts and obtain traction in the marketplace

The main focus of our organization is on protecting our position and margins

It’s not clear who is responsible for what

It’s hard to find time for meetings

Our founder is considering selling the company

We don’t have an appetite for the risks associated with entering new markets

Our founder often changes decisions made by others

Profit preoccupation

Spread thin – trying to do too many things with too few resources

It’s hard to generate enthusiasm and excitement for new ideas

We experience consistent organic growth

Budgeting process is based on how much profit we want to make

Partners considering ‘divorce’

“Staff” seems to be calling the shots on most important decisions

Although our financial goals are a stretch -- we usually meet them

You often hear people say – ‘because it’s our policy’

Exaggerated emphasis on ‘form’ over ‘function’

Sales are more important than profits

Everyone reports to the Founder

We launch a steady stream of new products and services in a structured and systematic way

We are frequently short of cash

Our people rarely risk breaking our rules

We often get involved with ‘new ventures’ that don’t seem to be part of our business

Growing externally but disintegrating internally

Success is measured by how much we increase our top line

Although we are profitable we are losing customers in our core markets

We never seem to do anything the same way twice

We don’t have clear budgets or reporting to keep costs under control

Many team members feel that they have a lot of work but unclear priorities

A lot of people think our customers are a problem

A lot of energy goes into politics and turf wars

We’re trying to do too many things at once

Our organization is very cliquish – you are either an ‘old-timer’ or a ‘newcomer’

We have our way of doing things – and it’s important to comply

It’s hard to imagine our company surviving without our Founder/CEO

If we had a motto – it would be "don’t make waves"

People wear many hats

Although we have a lot of projects it’s not clear which of these are a priority

Our Founder spends a lot of time on things that are not related to our core business

Our core revenues are declining

We are at risk of running out of cash or credit

We are in denial about the real problems confronting our business

We’re having difficulty managing our growth

Our company does not have a clear focus

It sometimes seems as if we pay more attention to office decor than to customers

We often operate without a budget

Risk averse

Infighting between ‘new comers’ and ‘old–timers’

Yo-yo delegation of authority

Titles and offices have taken on exaggerated importance

Without acquisitions we could not grow the business

Unclear priorities because everything is a priority

Form rules function

Little or no accountability

One man or one woman show

Revenues in core markets are declining

Going so fast we might lose control

Concerns about the health of our company are voiced privately

If we want to increase our top line – we raise prices

Opportunities are seen as problems

Our Founder feels omnipotent

People are 'paranoid'. Who will be next to be fired?

Many people feel so 'controlled' that they cannot move

Few effective controls

Your Information:

Name:*

Title:*

Founder/CEO
Subsequent generation/CEO
CEO
Other (please specify below)

Other Title:

Organization:*

Phone:

Your Email:*

Website:*

Comments / Instructions:

$99 LifeCycle Assessment

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