Welcome to KBI 7 Business Drivers Framework™

7 Business Drivers™ Assessment

How confident are you that your business is performing at its full potential—not just today, but over the next 6–12 months?

Many organizations work harder, invest more, and still experience:

  • Inconsistent growth
  • Uneven performance across teams
  • Hidden operational, financial, or leadership gaps that limit results

The 7 Business Drivers™ Assessment provides an objective view of organizational performance across the seven drivers that determine long-term success:

  • Strategic Planning & Execution
  • Leadership & Team Capability
  • Product & Service Excellence
  • Sales & Revenue Performance
  • Customer Experience & Advocacy
  • Financial Performance
  • Operational & Workplace Effectiveness

By completing this assessment, you will identify:

  • Where your business is strong and where risk is quietly building
  • Which drivers are constraining growth, profitability, or execution
  • The highest-impact priorities to focus on over the next 90 days

How it works

  • Rate each statement from 1–10 (1 = Very Poor / Not in Place, 10 = Best Practice / Fully Implemented)
  • Complete the assessment in approximately 10–15 minutes
  • Receive an actionable executive summary highlighting strengths, emerging risks, and leadership priorities

Strategic Planning & Execution

Q1. We have a clear and actionable strategy that provides guidance for our everyday decisions and helps prioritize our work effectively.

  • Our mission and vision are well understood
  • Strategic goals are measurable and time-bound
  • Daily work aligns clearly to our strategy
  • Strategy is consistently reinforced
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Q2. We focus on a limited set of critical strategic priorities that drive the most impact for our organization.

  • Top priorities are clearly defined
  • Non-essential work is deprioritized
  • Leadership consistently reinforces focus
  • Execution quality improves
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Q3. We translate our strategy into detailed execution plans with defined actions, ownership, and timelines.

  • Priorities are broken into quarterly and annual plans
  • Responsibilities and deadlines are clearly assigned
  • Progress is tracked regularly
  • Plans are updated when needed
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Q4. We consistently communicate our strategic priorities across all teams so everyone understands how their work contributes to our goals.

  • Teams understand their role in achieving strategy
  • Messaging is clear, consistent, and repeated
  • Leadership provides regular updates
  • Alignment forums allow for questions and clarification
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Q5. We allocate our resources, including people, budget, and time, toward the priorities that matter most.

  • Budgets align to strategic priorities
  • Talent and time are intentionally deployed
  • Trade-offs are clearly communicated
  • Return on investment is regularly reviewed
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Q6. We proactively identify and manage strategic risks, dependencies, and potential obstacles before they impact execution.

  • Risks are identified early
  • Dependencies are tracked
  • Contingency plans are in place
  • Decisions reflect risk awareness
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Q7. We adapt our strategy as internal conditions or market changes occur to remain relevant and competitive.

  • Market and internal signals are monitored
  • Adjustments are proactive
  • Teams respond quickly
  • Innovation and experimentation are encouraged
1 = Not in Place 1 10 = Best Practice

Strategic Planning & Execution

Open-ended: What 1–2 gaps in our strategy or execution, if addressed, would have the greatest impact on our performance in the next 90 days?

Leadership & Team Capability

Q8. We model the behaviors and values we expect across the organization so our teams can trust and emulate our leadership.

  • Leaders demonstrate accountability
  • Actions align consistently with our values
  • Behavior remains steady under pressure
  • Trust in leadership is high
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q9. We clearly define who has decision-making authority and accountability to reduce ambiguity and improve speed.

  • Decision rights are clearly assigned
  • Escalation paths are known
  • Decisions are made at the appropriate level
  • Delays caused by ambiguity are rare
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q10. We provide timely, constructive feedback and coaching to help team members grow and improve performance.

  • Feedback is regular and actionable
  • Coaching supports skill development
  • Managers are accessible and engaged
  • Expectations are clearly communicated
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q11. We lead and manage organizational change in a way that anticipates challenges and supports successful adoption.

  • Impacts of change are anticipated
  • Communication is timely and clear
  • Resistance is addressed constructively
  • Adoption of change is successful
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q12. We ensure we have the skills, expertise, and capabilities required to execute our plans effectively and achieve results.

  • Training and development programs exist
  • Skills gaps are identified and addressed
  • New capabilities are quickly integrated
  • Employees feel supported in their growth
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q13. We actively plan for future skills, leadership capacity, and talent needs to ensure ongoing organizational readiness.

  • Future capability needs are identified
  • Succession plans exist for key roles
  • Upskilling aligns with strategic priorities
  • Talent risks are proactively managed
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q14. We hold ourselves and others accountable for performance and results, reinforcing high standards consistently.

  • Expectations are clearly defined
  • Performance issues are addressed promptly
  • High performance is recognized and reinforced
  • Standards are consistently applied
1 = Not in Place 1 10 = Best Practice

Leadership & Team Capability

Open-ended: Which leadership behaviors, team capabilities, or ways of working, if strengthened, would most improve our results?

Product & Service Excellence

Q15. We offer products and services that clearly differentiate us from competitors and create lasting value for our customers.

  • Unique value propositions are clearly defined
  • Customers recognize our differentiation
  • Marketing reinforces our value
  • Competitive advantage is sustained
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Q16. We test and validate new ideas or initiatives before full-scale implementation to reduce risk and increase success.

  • Pilots or prototypes are used
  • Customer feedback informs decisions
  • Risks are reduced
  • Success rates improve
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Q17. We evolve our products and services based on customer insights, feedback, and market trends to stay relevant.

  • Customer insights guide decisions
  • Market trends are monitored
  • Updates are implemented timely
  • Offerings stay ahead of demand
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Q18. We consistently deliver high-quality products and services that meet or exceed customer expectations.

  • Quality standards are clearly defined
  • Defects are minimized
  • Issues are addressed early
  • Quality is reviewed regularly
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Q19. We systematically collect and act on customer feedback to drive meaningful improvements in our offerings.

  • Feedback systems are structured
  • Insights drive actionable improvements
  • Customers see tangible changes
  • Learning is continuous
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Q20. We actively encourage and support innovation across the organization to create value and solve problems effectively.

  • Employees are encouraged to propose ideas
  • Resources support experimentation
  • Failures are treated as learning
  • Innovation creates measurable value
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Q21. We maintain a clear roadmap for future product and service development that aligns with strategy and anticipated customer needs.

  • Roadmaps are documented and communicated
  • Milestones and timelines are tracked
  • Customer needs are anticipated
  • Investments align with strategy
1 = Not in Place 1 10 = Best Practice

Product & Service Excellence

Open-ended: Which product, service, or innovation opportunity, if implemented over the next 12 months, would create the most competitive advantage for us?

Sales & Revenue Performance

Q22. We align our sales and marketing strategies to ensure consistent messaging, collaboration, and strong execution.

  • Goals and metrics are shared across teams
  • Messaging is clear and consistent
  • Collaboration is strong between functions
  • Execution is coordinated and effective
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q23. We ensure our marketing investments deliver measurable returns and impact our business objectives.

  • Campaign performance is tracked
  • Spend efficiency is monitored
  • Insights inform future campaigns
  • Leadership has visibility into results
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q24. We effectively segment customers and tailor our sales approach to maximize engagement and revenue.

  • Target segments are clearly defined
  • Offers and messaging are tailored for each segment
  • Sales effort aligns with customer value
  • Results are reviewed and optimized by segment
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q25. We achieve reliable and predictable revenue performance that supports our growth objectives.

  • Forecasts are accurate and trusted
  • Pipeline data is reliable
  • Revenue variance is managed proactively
  • Confidence in revenue performance is high
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q26. We clearly track how many customers we acquire, retain, and lose to guide growth decisions.

  • Acquisition, retention, and churn metrics are defined
  • Data is consistently tracked and reviewed
  • Trends are analyzed by segment or product
  • Insights are applied to improve performance
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q27. We ensure our sales teams are well-equipped with the skills, tools, and support they need to succeed.

  • Training is ongoing and relevant
  • Tools are fully adopted and utilized
  • Coaching is effective and consistent
  • Team capabilities improve continuously
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q28. We manage pricing and discounting carefully to protect profitability while remaining competitive.

  • Pricing strategy is clearly defined
  • Discounting is controlled and monitored
  • Customer value is defended
  • Margins are protected
1 = Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Open-ended: Which sales or marketing practice, if improved, would most accelerate our customer acquisition, revenue growth, or market impact?

Customer Experience & Advocacy

Q29. We consistently meet or exceed customer expectations through reliable and valuable service.

  • Service standards are defined and understood
  • Response times meet targets
  • Customers feel valued
  • Loyalty and satisfaction increase
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Q30. We regularly measure customer satisfaction and take action to improve experiences.

  • Surveys and experience metrics are tracked
  • Action plans are implemented
  • Leadership prioritizes customer experience
  • Improvements are visible to customers
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Q31. We ensure our customer onboarding clearly sets expectations and supports early success.

  • Onboarding processes are clearly defined
  • Customers understand what to expect
  • Early issues are minimized
  • Retention improves
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Q32. We maintain feedback loops that allow customers to influence improvements.

  • Multiple feedback channels exist
  • Feedback is reviewed and prioritized
  • Changes are implemented promptly
  • Customers see tangible outcomes
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Q33. We measure customer lifetime value and take deliberate actions to maximize it.

  • CLV metrics are tracked and understood
  • High-value customers are prioritized
  • Decisions are data-driven
  • Revenue and loyalty are optimized
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Q34. We ensure employees understand their impact on customer experience.

  • Roles are linked to customer outcomes
  • Expectations are clearly communicated
  • Ownership of results is reinforced
  • Experience improves through accountability
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Q35. We actively encourage advocacy and referrals to strengthen our brand and attract new customers.

  • Referral programs are in place and effective
  • Word-of-mouth impact is measured
  • Advocacy is encouraged and leveraged
  • Brand reputation attracts referrals
1 = Not in Place 1 10 = Best Practice

Customer Experience & Advocacy

Open-ended: What one change in our customer experience, if made, would have the greatest effect on loyalty, referrals, or repeat business?

Financial Performance

Q36. We ensure our revenue performance is predictable and aligned with our business goals.

  • Forecasts are accurate and trusted
  • Revenue streams are diversified
  • Sales performance supports objectives
  • Targets are consistently met
1 = Not in Place 1 10 = Best Practice

Financial Performance

Q37. We invest our resources where they create the greatest value for the organization.

  • Capital allocation is disciplined
  • Low-return activities are minimized
  • Investments align with strategy
  • Returns are reviewed post-investment
1 = Not in Place 1 10 = Best Practice

Financial Performance

Q38. We maintain strong cash flow and liquidity to support operations and strategic initiatives.

  • Cash flow is accurately forecast
  • Liquidity is actively managed
  • Risks are mitigated
  • Decisions consider cash impact
1 = Not in Place 1 10 = Best Practice

Financial Performance

Q39. We control costs without compromising quality, service, or performance.

  • Expenses are monitored and reviewed
  • Cost initiatives preserve value
  • Efficiency improvements are ongoing
  • Budgets are consistently followed
1 = Not in Place 1 10 = Best Practice

Financial Performance

Q40. We understand the key drivers of profitability and act to improve results.

  • Profitability is tracked by segment or product
  • High-value customers are prioritized
  • Unprofitable offerings are addressed
  • Decisions are data-driven
1 = Not in Place 1 10 = Best Practice

Financial Performance

Q41. We set financial targets that are realistic, achievable, and well understood.

  • Targets align with organizational capacity
  • Assumptions are clearly communicated
  • Stakeholders have buy-in
  • Performance is regularly monitored
1 = Not in Place 1 10 = Best Practice

Financial Performance

Q42. We ensure our financial systems support growth and provide reliable insights.

  • Systems scale effectively as we grow
  • Automation is leveraged where possible
  • Reporting is accurate and timely
  • Insights support decision-making
1 = Not in Place 1 10 = Best Practice

Financial Performance

Open-ended: Where are the top financial gaps, risks, or inefficiencies that, if addressed, could significantly improve our cash flow, profitability, or financial stability?

Workplace & Operational Effectiveness

Q43. We actively remove obstacles that slow execution and hinder team performance.

  • Escalation paths are clear
  • Issues are resolved quickly
  • Bureaucracy is minimized
  • Leaders remove blockers
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Q44. We ensure roles, responsibilities, and accountabilities are clearly defined and understood.

  • Ownership is clear for all tasks
  • Overlap is minimized
  • Decisions are made faster
  • Execution improves
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Q45. We collaborate effectively across teams and departments to achieve shared objectives.

  • Communication is open and transparent
  • Cross-functional projects achieve results
  • Conflicts are addressed constructively
  • Collaboration drives outcomes
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Q46. We consistently follow operational standards and best practices to maintain efficiency and quality.

  • Policies and standards are documented
  • Compliance is monitored
  • Training reinforces expectations
  • Continuous improvement is applied
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Q47. We embed continuous improvement into daily work and our organizational culture.

  • Opportunities for improvement are identified
  • Lessons learned are implemented
  • Metrics guide enhancements
  • Innovation is encouraged
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Q48. We provide our teams with effective tools, systems, and resources to perform at their best.

  • Tools support productivity
  • Training enables adoption
  • Systems are regularly reviewed
  • Technology evolves with needs
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Q49. We regularly review and improve operational performance to sustain excellence and drive results.

  • Operational KPIs are defined and tracked
  • Performance is consistently reviewed
  • Corrective actions are taken promptly
  • Excellence is maintained
1 = Not in Place 1 10 = Best Practice

Workplace & Operational Effectiveness

Open-ended: Which operational process, tool, system, or cultural habit, if improved in the next 90 days, would most increase efficiency, innovation, or employee engagement?

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