Caja has found that a vital first step for organisations to become more Entrepreneurial is to really understand their starting point and commercial appetite. Defining a level of maturity against the 9 domains in our Model for the ‘Entrepreneurial Council’ provides the foundations for the creation of a sustainable roadmap, collaborating with citizens, public and private organisations and embracing the adoption of new technologies and digital solutions. We have a defined approach to helping councils conduct a detailed diagnostic against the model and developing subsequent delivery plans.
The Caja Commercialisation quick self-assessment tool is based on our model for the ‘Entrepreneurial Council’ and is designed to give a basic assessment of maturity against the 9 domains of development. The assessment has 20 questions and will take approximately 15 minutes to complete.
Your results are completely confidential and will not be shared with any other organisation or third party other than in an anonymised format as part of quantitative benchmarking insights.
You have clear stated objectives about what the organisation needs to achieve and how commercial ventures will contribute to delivery?
You have a focus on driving innovation alongside commercial activities?
Voice of the community is central to transformation, leading to improved outcomes and services?
We collect Voice of the Customer (VOC) data to support planning and improving services?
There are clear responsibilities and accountability in the organisation and people understand the commercial implications of their actions?
We understand what skills and capacity we have within the organisation, with respect to operating more commercially and creating new ventures?
Processes are designed to add value to citizens and customers rather than designed around the structure of the organisation?
The organisation collects and uses data to understand process performance and improve service levels?
Business processes are designed around the customer end-to-end journey, rather than fragmented across organisational teams or departments?
There are defined performance metrics in place and a regular corporate reporting cycle developed?
There is extensive delegation with clear escalation routes and standards that govern the organisations activities?
The organisation is open and transparent about responsibilities and decision making, accountabilities, financial and legal structures, demonstrating real consultation with all stakeholders?
There is a healthy appetite for risk where the scale of opportunity exceeds the likelihood or impact of any risks or threats?
The organisation has an understanding and appetite for risk associated with working with external partners and the potential arm’s length operations of services?
There is corporate knowledge about both the public sector and commercial markets, competitors, partners and suppliers for the services we deliver?
The organisation collects data and accesses benchmarks regarding competitors and commercial suppliers in the market?
Services have clear outcomes and commercial plans that includes 'Market Making' activities integral to service development strategies?
There is a 'spend to invest' fund being established within the organisation as part of a strategic medium and long-term financial plan?
The balance sheet is included in organisational and operating division strategic plans?
Innovation projects are established with 'pump prime' funding but with the expectation of self-funding within a relatively short period of time?
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