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1. Company Information

Company Name

Website

Contact Name

Contact Email

Contact Title

Contact Phone

2. Company Profile

1. What is your company's primary business model? *

(A) Product-based (e.g., software, physical goods, manufacturing)

(B) Service-based (e.g., consulting, agencies, professional services)

(D) Retail/E-commerce

(E) Non-profit/Government

3. How many full-time equivalent (FTE) employees does your company have?

(A) 1-5 (Micro-business/Solo-preneur)

(B) 6-20 (Small business)

(D) 51-250 (Larger SME)

(E) 250+ (Enterprise)

2. What is your company's approximate annual revenue?

(A) Less than €100,000

(B) €100,000 - €500,000

(D) €2,000,001 - €10,000,000

(E) More than €10,000,000

4. What is your primary industry?

(A) Technology/Software (SaaS, AI, IT Services)

(B) E-commerce/Retail

(D) Manufacturing/Logistics

(E) Healthcare/Biotech

(F) Education

(G) Financial Services

(H) Other (please specify briefly)

3. Current Business State

What is your primary business objective for the next 6-12 months? (e.g., launch new product/service, expand into new market, increase customer base, etc.)

How do you currently measure success and progress within your organization? (e.g., revenue, customer growth, etc.)

What are the biggest challenges or bottlenecks your company is currently facing? (e.g., slow project completion, inefficient customer onboarding, difficulty scaling operations, etc.)

What are your current key operational processes? (e.g., product/service delivery, sales process, financial reporting, etc.)

B. Operational Scaling & Efficiency

1. As your company grows, how well do your existing operational processes adapt to increased volume or complexity? *

(1) Our processes are robust, well-documented, and scale efficiently with growth, minimizing disruption.

(2) Some processes show minor strain, but we adapt quickly with minor adjustments and proactive planning.

(3) Several key processes are struggling to keep up with growth, causing significant inefficiencies and bottlenecks.

(4) Our operations are frequently overwhelmed by growth, leading to significant breakdowns, service disruptions, and lost opportunities.

2. To what extent are manual, repetitive tasks consuming your team's time and resources? *

(1) Most tasks are automated or highly efficient; manual, repetitive tasks are minimal and strategic.

(2) Some manual tasks exist, but they are not major time sinks and are being reviewed for automation.

(3) A noticeable amount of time is spent on repetitive manual tasks that could be automated, impacting productivity and morale.

(4) Excessive manual tasks are a major drain on resources, leading to burnout, significant operational costs, and errors.

3. How consistently do you deliver your products or services to customers/ clients? *

(1) We have clear standards, robust quality control, and consistent processes that ensure high-quality delivery.

(2) Quality is generally consistent, but minor variations or occasional errors can occur, requiring some rework.

(3) Maintaining consistent quality is a growing challenge as we scale, leading to some customer dissatisfaction and reputational risk.

(4) Quality is inconsistent, leading to frequent customer complaints, high rework rates, and damage to our brand.

4. How effective is internal communication and information flow across different departments or teams? *

(1) Communication flows freely, transparently, and effectively across all departments, fostering collaboration.

(2) Occasional communication issues occur, but they are usually resolved quickly and don't significantly hinder progress.

(3) Frequent communication breakdowns lead to delays, errors, and frustration between teams, impacting project timelines.

(4) Departments operate in significant silos, severely impacting overall efficiency, collaboration, and strategic alignment.

5. How well do you utilize technology and tools to support your daily operations? *

(1) We leverage appropriate, integrated technology and tools effectively to streamline most operations.

(2) We use some tools, but there's potential for better integration or adoption of more suitable solutions.

(3) Our technology stack is fragmented, outdated, or underutilized, creating inefficiencies and manual workarounds.

(4) We heavily rely on manual processes due to a lack of suitable technology, poor implementation, or resistance to change.

6. How often do you review and optimize your core operational processes? *

(1) We have a regular, structured process for reviewing and proactively optimizing our operations, driving continuous improvement.

(2) We review processes periodically, usually when issues arise or new initiatives begin, but not systematically.

(3) Process reviews are rare and often reactive, only happening when major problems occur, leading to firefighting.

(4) We rarely or never formally review our operational processes, leading to stagnation and accumulating inefficiencies.

7. How effectively do you manage your supply chain or key external dependencies (e.g., vendors, partners, contractors)? *

(1) We have robust processes for managing our supply chain/dependencies, ensuring reliability, efficiency, and cost-effectiveness.

(2) Our supply chain/dependencies are generally well-managed, but minor issues or occasional delays can arise.

(3) We frequently experience issues or delays due to poor management of our supply chain/dependencies, impacting delivery.

(4) Our supply chain/dependencies are a major source of risk, inefficiency, and unexpected costs.

8. How well are new employees onboarded and integrated into your operational processes? *

(1) Our onboarding process is comprehensive, efficient, and quickly integrates new hires into workflows and culture.

(2) Onboarding is generally effective, but some aspects could be more streamlined or provide better process training.

(3) New hires often struggle to understand processes, leading to a longer ramp-up time, errors, and early disengagement.

(4) We lack a structured onboarding process, causing significant delays, confusion, and high turnover for new employees.

9. How effectively do you manage inventory or resource allocation to meet demand? *

(1) We have optimized systems for inventory/resource management, ensuring optimal levels and minimal waste.

(2) Inventory/resource management is generally effective, but occasional overstocking or shortages occur.

(3) We frequently face issues with inventory/resource imbalances, leading to lost sales or operational delays.

(4) Our inventory/resource management is disorganized, causing significant financial losses and operational disruptions.

10. How well do you manage and mitigate operational risks (e.g., cybersecurity, compliance, business continuity)? *

(1) We have robust processes for identifying, assessing, and mitigating operational risks proactively.

(2) We address risks as they arise, but our proactive risk management framework could be stronger.

(3) We often react to operational risks after they occur, leading to significant disruption or cost.

(4) We have little to no formal process for managing operational risks, leaving us highly vulnerable.

E. Customer Acquisition & Support

1. How efficient and effective is your customer acquisition process (from lead generation to conversion)? *

(1) Our acquisition process is highly optimized, with clear stages, strong conversion rates, and predictable growth.

(2) Generally effective, but some stages could be more streamlined or conversion rates improved for better ROI.

(3) Our acquisition process is often inconsistent, leading to unpredictable lead flow, high costs, and low conversions.

(4) We struggle significantly with customer acquisition, with high costs, low conversion rates, and unsustainable growth.

2. How smooth and engaging is your customer onboarding process after a sale/ sign-up? *

(1) Our onboarding process is seamless, automated, and highly effective in retaining new customers and ensuring their success.

(2) Generally efficient, but some manual steps or minor friction points exist for new customers, impacting initial experience.

(3) Onboarding is often slow, confusing, or requires significant manual intervention, leading to early churn or dissatisfaction.

(4) Our onboarding process is disorganized, leading to significant customer frustration, early churn, and negative reviews.

3. Are there clear, efficient processes for handling customer inquiries, support tickets, or complaints? *

(1) Yes, we have well-defined, efficient, and responsive processes for all customer support interactions, ensuring high satisfaction.

(2) Processes exist, but response times or resolutions can be inconsistent, leading to some customer dissatisfaction.

(3) Handling inquiries is often reactive, leading to delays, missed issues, and frustrated customers.

(4) We lack clear processes, resulting in poor customer service, unresolved issues, and significant customer churn.

4. How effectively do you gather, analyze, and act on customer feedback to improve your offerings and processes? *

(1) We systematically gather, analyze, and integrate customer feedback into our continuous improvement cycles and product development.

(2) We gather feedback, but its analysis or integration into actionable changes can be inconsistent or delayed.

(3) Feedback is collected sporadically and rarely leads to actionable changes or significant improvements.

(4) We do not have a formal process for gathering or acting on customer feedback, missing valuable insights and opportunities.

5. How well do you manage customer relationships and foster loyalty (e.g., CRM usage, retention strategies, communication)? *

(1) We have robust CRM systems and proactive strategies to build strong customer relationships and ensure high loyalty and retention.

(2) We manage relationships, but there's room for improvement in our CRM usage, retention efforts, or personalized communication.

(3) Customer relationship management is often reactive, leading to missed opportunities for loyalty and increased churn.

(4) We lack a systematic approach to customer relationship management, resulting in high churn and difficulty in growing customer lifetime value.

6. How effectively do your sales and marketing processes work together to generate qualified leads? *

(1) Sales and marketing are highly aligned and collaborate seamlessly to generate and convert qualified leads efficiently.

(2) Sales and marketing generally work together, but handoffs or lead quality can be inconsistent, requiring some manual effort.

(3) There are frequent disconnects between sales and marketing, leading to wasted effort, poor lead quality, and missed targets.

(4) Sales and marketing operate independently, resulting in fragmented efforts, low lead conversion, and a lack of clear accountability.

7. How well do you manage your post-sale customer success or account management processes? *

(1) We have a proactive customer success process that ensures ongoing value, high retention, and opportunities for expansion.

(2) We provide post-sale support, but it could be more structured, proactive, or better integrated with our overall strategy.

(3) Post-sale engagement is often reactive, leading to potential churn, missed upsell opportunities, and lower customer satisfaction.

(4) We lack a formal post-sale customer success process, significantly impacting retention, referrals, and growth.

8. How effectively do you manage your brand reputation and online presence (e.g., reviews, social media)? *

(1) We actively manage our brand reputation and online presence, leveraging positive feedback and addressing negative comments proactively.

(2) We monitor our online presence, but our strategy for managing reputation could be more proactive or consistent.

(3) Our brand reputation is sometimes impacted by unaddressed negative feedback or inconsistent online presence.

(4) We have little to no active management of our brand reputation or online presence, leaving it vulnerable.

D. Financial & Administrative Processes

1. How efficient are your financial reporting and accounting processes (e.g., monthly close, tax preparation)? *

(1) Our financial reporting is streamlined, accurate, and completed efficiently on schedule, ensuring compliance.

(2) Generally efficient, but minor manual steps or occasional delays occur, requiring some oversight.

(3) Financial reporting is often slow, prone to errors, or requires significant manual effort, leading to delayed insights.

(4) Our financial processes are chaotic, leading to frequent errors, compliance risks, and severely delayed or inaccurate insights.

2. How effectively do you manage invoicing, accounts receivable, and accounts payable? *

(1) Our invoicing and payment processes are automated, timely, and result in healthy cash flow and strong vendor relationships.

(2) Generally effective, but some manual steps or occasional delays in payments/collections occur.

(3) We frequently experience delays in invoicing or collecting payments, impacting cash flow and vendor relations.

(4) Our payment processes are disorganized, leading to significant cash flow issues, disputes, and reputational damage.

3. Do you have clear budget allocation, tracking, and forecasting mechanisms in place? *

(1) Yes, budgets are clearly allocated, tracked, and regularly reviewed with accurate forecasting that guides spending.

(2) We allocate budgets, but tracking or forecasting can be inconsistent or less precise than desired.

(3) Budget allocation is often unclear, tracking is difficult, and forecasting is unreliable, leading to surprises.

(4) We have no formal budget allocation, tracking, or forecasting, leading to frequent overspending and financial instability.

4. How efficient are your administrative processes (e.g., document management, approvals, internal requests)? *

(1) Administrative tasks are highly streamlined, often automated, and rarely cause delays, maximizing productivity.

(2) Minor administrative delays occur occasionally, but they are generally manageable and don't significantly impact operations.

(3) Frequent administrative bottlenecks slow down critical operations and impact productivity, causing frustration.

(4) Administrative processes are a major impediment to productivity, causing significant delays and employee dissatisfaction.

5. How well do you manage contracts and legal documentation? *

(1) We have a centralized, organized system for managing all contracts and legal documents, ensuring compliance and easy access.

(2) Contracts are managed, but the process could be more streamlined or centralized, with some risk of oversight.

(3) Contract management is often disorganized, leading to missed renewals, compliance risks, or difficulty retrieving documents.

(4) We lack a systematic approach to contract management, exposing us to significant legal and financial risks.

6. How effectively do you manage your human resources processes (e.g., payroll, benefits, employee records, onboarding/offboarding)? *

(1) Our HR processes are efficient, compliant, and support a positive employee experience from hire to exit.

(2) Generally effective, but some HR processes could be more streamlined or automated for better efficiency.

(3) HR processes are often manual, time-consuming, or prone to errors, leading to employee dissatisfaction or compliance issues.

(4) Our HR processes are disorganized, leading to significant compliance issues, high administrative burden, and employee complaints.

7. How well do you manage IT infrastructure and support for your employees? *

(1) Our IT infrastructure is robust, secure, and provides excellent, responsive support to employees, minimizing downtime.

(2) IT support is generally good, but occasional issues or delays occur, impacting some employee productivity.

(3) Employees frequently experience IT issues, impacting their productivity and causing frustration.

(4) Our IT infrastructure is unreliable, and support is inadequate, causing significant operational disruptions and security risks.

8. How effectively do you manage your physical assets and equipment? *

(1) We have a clear system for tracking, maintaining, and optimizing the use of our physical assets and equipment.

(2) Asset management is generally effective, but could be more systematic or utilize better tracking tools.

(3) We sometimes lose track of assets or experience unexpected equipment failures due to poor management.

(4) Our physical asset management is disorganized, leading to unnecessary costs, losses, or operational delays.

9. How well do you manage your company's data and information security? *

(1) We have robust data governance and security protocols in place, regularly audited and updated.

(2) We have security measures, but they could be more comprehensive or consistently enforced.

(3) Data security is often reactive, and we've experienced minor breaches or vulnerabilities.

(4) We lack adequate data security measures, leaving us highly vulnerable to breaches and compliance issues.

C. Performance Measurement & Reporting

1. Do you have clear Key Performance Indicators (KPIs) or Objectives and Key Results (OKRs) in place that are understood by all relevant stakeholders? *

(1) Yes, we have well-defined, measurable, and widely understood KPIs/OKRs that effectively drive our strategy.

(2) We have some metrics, but they could be more clearly defined, comprehensive, or better communicated across the organization.

(3) Our metrics are vague, inconsistently applied, or not widely understood, making it hard to track true progress.

(4) We lack clear performance indicators, operating without measurable goals or a clear sense of direction.

2. How effectively do you track and report on these metrics to inform decisionmaking? *

(1) We have robust systems for real-time tracking and regular, insightful reporting that directly informs strategic and operational decisions.

(2) We track metrics, but reporting can be manual, infrequent, or not always actionable, leading to some delays in decision-making.

(3) Tracking is inconsistent, and reports are often delayed, incomplete, or difficult to interpret, hindering timely decisions.

(4) We struggle to track metrics, and reporting is virtually non-existent, leading to reactive decision-making based on intuition.

3. How well are your individual and team goals aligned with overall companywide objectives? *

(1) All teams and individuals clearly understand and actively contribute to company goals, fostering strong alignment.

(2) Most teams are aligned, but some departments or individuals may have slightly different priorities or a less clear connection to overall goals.

(3) Alignment is a challenge, with teams often working on conflicting objectives or in isolation, leading to fragmented efforts.

(4) Teams operate independently with little to no alignment to overall company goals, resulting in wasted effort and missed opportunities.

4. Do you have accessible dashboards or reporting systems that provide realtime or near real-time insights into key business performance? *

(1) Yes, we have accessible, user-friendly, real-time dashboards for all key metrics, empowering data-driven decisions.

(2) We have some dashboards, but they may not be real-time, comprehensive, or easily accessible to all who need them.

(3) We primarily rely on manual reports or outdated data for insights, making timely decision-making difficult and reactive.

(4) We lack any centralized system for performance insights, operating largely on intuition and historical data.

5. How often do you review your performance metrics and adjust strategies based on the insights gained? *

(1) We have a regular, structured process for reviewing metrics and proactively adjusting strategies, driving continuous improvement.

(2) We review metrics periodically, usually when issues arise or for quarterly/ annual planning, but not always consistently.

(3) Reviews are rare and often reactive, only happening when major problems force a re-evaluation, leading to firefighting.

(4) We rarely or never formally review our performance metrics or adjust strategies based on data, leading to stagnation.

6. How effectively do you use data to identify process bottlenecks or areas for improvement? *

(1) We consistently use data analytics to proactively identify and address process inefficiencies and optimize workflows.

(2) We use some data, but often rely on anecdotal evidence or reactive problem-solving rather than systematic analysis.

(3) We collect data, but struggle to analyze it effectively to pinpoint process issues or root causes.

(4) We do not use data to identify process bottlenecks; issues are found through crisis, observation, or customer complaints.

7. Is there a clear process for communicating performance results and insights to relevant teams and stakeholders? *

(1) Yes, performance results are communicated clearly, regularly, and transparently to all relevant parties, fostering accountability.

(2) Communication of results occurs, but it can be inconsistent or lack sufficient detail, leading to some confusion.

(3) Performance results are often siloed or not effectively shared across the organization, hindering cross-functional understanding.

(4) There is no formal process for communicating performance results, leading to a lack of awareness and misinformed decisions.

8. How well do you benchmark your performance against industry standards or competitors? *

(1) We regularly benchmark our performance against industry leaders and competitors to identify best practices and gaps.

(2) We occasionally look at benchmarks, but it's not a systematic part of our performance review.

(3) We are aware of benchmarks but do not actively use them to guide our performance improvement.

(4) We do not benchmark our performance, operating without external context.

9. How effectively do you use predictive analytics or forecasting to anticipate future trends or challenges? *

(1) We actively use predictive analytics and forecasting to anticipate future trends and make proactive decisions.

(2) We use basic forecasting methods, but more advanced predictive analytics could be beneficial.

(3) We rely mostly on historical data and intuition for future planning, with limited forecasting.

(4) We do not use any form of predictive analytics or forecasting for strategic planning.

A. Product/Service Development & Innovation

1. How are new offerings (products, services, features) conceptualized and defined? *

(1) We have a structured, clear process from idea to detailed requirements, consistently followed.

(2) Ideas are captured, but detailed definition can be inconsistent, leading to some scope creep.

(3) Conceptualization is often ad-hoc, leading to unclear scope and frequent reworks.

(4) We lack a formal process, resulting in significant chaos, misdirection, and wasted resources.

2. How effectively do you manage your project pipeline and prioritize initiatives? *

(1) We have a clear, prioritized pipeline that is regularly reviewed and aligned with strategic goals.

(2) We have a pipeline, but prioritization can be inconsistent or reactive to urgent demands, causing minor delays.

(3) Our pipeline is often disorganized, leading to confusion, misaligned efforts, and missed opportunities.

(4) We don't have a structured pipeline, and priorities shift constantly, causing significant churn and project failures.

3. What are the common delays or roadblocks in your development/delivery cycle? *

(1) Delays are rare and quickly resolved through established protocols and proactive risk management.

(2) Occasional minor delays occur due to communication gaps or resource allocation issues, but are manageable.

(3) Frequent delays due to unclear requirements, scope creep, resource bottlenecks, or external dependencies.

(4) Chronic delays are common, making it difficult to meet deadlines, launch on time, or deliver consistently.

4. How well do different teams (e.g., design, development, marketing, sales, operations) collaborate during the development process? *

(1) Collaboration is seamless, proactive, and highly effective across all teams, fostering innovation.

(2) Teams generally collaborate well, but minor communication gaps or handoff issues can occur.

(3) Collaboration is often challenging, leading to misunderstandings, handoff issues, and inefficiencies.

(4) Significant silos exist, severely hindering project progress, innovation, and overall effectiveness.

5. How do you incorporate feedback (from customers, testing, market analysis) into your product/service development? *

(1) We have a systematic and continuous feedback loop that drives iterative improvements and innovation.

(2) We gather feedback, but its integration into the development process can be inconsistent or delayed.

(3) Feedback is collected sporadically and rarely leads to actionable changes or significant improvements.

(4) We do not have a formal process for gathering or acting on customer/ market feedback, missing valuable insights.

6. How effectively do you manage quality assurance and testing for new offerings? *

(1) We have robust, integrated QA processes that ensure high quality and reliability before launch.

(2) QA is performed, but sometimes issues are found post-launch or testing is rushed due to deadlines.

(3) QA is often an afterthought, leading to frequent bugs, quality issues, and customer dissatisfaction.

(4) We lack a systematic QA process, resulting in inconsistent quality, high rework, and reputational damage.

7. How well do you manage the launch and post-launch phases of new products/ services? *

(1) We have a well-defined launch plan, and post-launch monitoring and support are excellent, ensuring smooth adoption.

(2) Launches are generally smooth, but post-launch support can be reactive or less structured.

(3) Launches are often chaotic, and post-launch issues are common and difficult to manage, impacting customer experience.

(4) We lack a clear launch strategy, leading to poor market reception, operational strain, and missed opportunities.

8. How effectively do you manage intellectual property (IP) related to your new offerings? *

(1) We have clear processes for identifying, protecting, and managing our intellectual property.

(2) We consider IP, but our processes for protection and management could be more robust.

(3) IP management is often reactive or overlooked, potentially exposing us to risks.

(4) We have no formal process for managing intellectual property, leaving us vulnerable.

F. Organizational Culture & Leadership

1. How clearly defined are your company's vision, mission, and values, and how well are they communicated throughout the organization? *

(1) Our vision, mission, and values are clearly defined, widely understood, and actively lived by employees, driving a strong culture.

(2) They are defined, but communication or consistent application could be improved, leading to some ambiguity.

(3) They are vague or inconsistently communicated, leading to a lack of shared purpose and potential misalignment.

(4) We lack clearly defined vision, mission, or values, resulting in a fragmented culture and unclear direction.

2. How effectively does leadership communicate strategic decisions and changes to the entire organization? *

(1) Leadership communicates strategic decisions transparently, clearly, and consistently, fostering trust and buy-in.

(2) Communication is generally good, but sometimes lacks detail or timeliness, leading to some speculation.

(3) Communication from leadership is often inconsistent, unclear, or delayed, causing confusion and resistance.

(4) Strategic decisions are poorly communicated, leading to widespread misalignment, rumors, and low morale.

3. How well does your organization adapt to change (e.g., market shifts, new technologies, internal restructuring)? *

(1) We are highly agile and adapt quickly and effectively to internal and external changes, embracing new opportunities.

(2) We adapt to change, but it can sometimes be a slow or challenging process, requiring significant effort.

(3) Our organization is resistant to change, leading to missed opportunities, prolonged transitions, and internal friction.

(4) We struggle significantly to adapt to change, impacting our competitiveness, stability, and long-term viability.

4. How effectively are decisions made within your organization? *

(1) Decisions are made efficiently, based on data, with clear accountability, and involve relevant stakeholders.

(2) Decisions are generally effective, but can sometimes be slow or lack full data support, requiring follow-up.

(3) Decision-making is often slow, unclear, or made without sufficient input/ data, leading to indecision or poor outcomes.

(4) Decision-making is chaotic, leading to indecision, conflicting actions, wasted resources, and significant delays.

5. How well do you foster a culture of continuous improvement and learning? *

(1) We actively encourage and support continuous improvement, learning, and innovation at all levels of the organization.

(2) We support improvement, but formal processes or incentives for learning could be stronger or more consistent.

(3) Improvement efforts are often ad-hoc or met with resistance, and learning is not consistently prioritized.

(4) There is little to no focus on continuous improvement or learning within the organization, leading to stagnation.

6. How effectively do you empower employees to take initiative and make decisions within their roles? *

(1) Employees are highly empowered, trusted, and encouraged to take initiative and make decisions within their roles.

(2) Employees are generally empowered, but some decisions still require excessive approvals, slowing down processes.

(3) Employees often feel disempowered, leading to a lack of initiative, reliance on management, and reduced productivity.

(4) Employees have little autonomy, leading to low morale, high turnover, and slow execution.

7. How well do you manage and resolve internal conflicts or disagreements? *

(1) We have clear, effective processes for managing and resolving conflicts constructively, fostering a healthy work environment.

(2) Conflicts are generally resolved, but sometimes require significant management intervention or linger longer than ideal.

(3) Conflicts often linger or escalate, negatively impacting team morale, productivity, and inter-departmental relations.

(4) We lack effective mechanisms for conflict resolution, leading to a toxic work environment and high employee dissatisfaction.

8. How effectively do you recognize and reward employee contributions and performance? *

(1) We have a clear, fair, and consistent system for recognizing and rewarding performance, motivating employees.

(2) Recognition occurs, but it can be inconsistent or not always perceived as fair or tied directly to performance.

(3) Recognition is rare or perceived as unfair, leading to demotivation, reduced engagement, and higher turnover.

(4) We have no formal system for recognizing or rewarding employee contributions, impacting morale and retention.

9. How well does your leadership team foster a positive and inclusive work environment? *

(1) Our leadership actively champions a positive, inclusive, and supportive work environment for all employees.

(2) The environment is generally positive, but there are areas where inclusivity or support could be strengthened.

(3) The work environment is sometimes negative or exclusive, impacting morale and team cohesion.

(4) Our leadership fails to foster a positive and inclusive environment, leading to high turnover and low productivity.

10. How effectively do you manage employee feedback and suggestions for improvement? *

(1) We have clear channels for employee feedback, which is actively sought, valued, and acted upon.

(2) We accept feedback, but the process for submitting or acting on suggestions could be more transparent.

(3) Employee feedback is rarely solicited or acted upon, leading to disengagement and missed opportunities.

(4) There is no formal process for employee feedback, and suggestions are often ignored.