Can Your Business Stand the Test of Time?

Running a business is a long-distance voyage. As markets evolve and economies shift, every organization must confront challenges that test its capacity to stick around and grow. Some falter, retreating into the shadows, while others innovate, expand, and strengthen their foundation.

How does your business measure up?

Drawing on Steve Potts’s decades of leadership and industry-defining innovation, let’s examine your organization’s readiness to weather the storms of change. From financial flexibility to strategic foresight, we’ll look at the benchmarks that separate fleeting success from lasting impact.

This five-minute assessment will offer a candid snapshot of your business’s strengths and opportunities for growth. By reflecting on your responses, you’ll learn more about fortifying your operations and ensuring your legacy endures.

Are you ready to discover how your business can survive the test of time? Let’s begin.

Statements

Step 1 of 11

1. Our business maintains low debt levels, allowing flexibility during economic downturns.(Required)

We have no debt or minimal debt, ensuring financial flexibility.

Our debt levels are manageable and allow for some flexibility.

Our debt levels can sometimes dictate our decisions.

Our debt is higher than ideal and reduces flexibility.

We rely heavily on debt, limiting our ability to adapt.

2. We offer diverse products or services that appeal to multiple market segments.(Required)

Our offerings cater to a wide range of customer needs across multiple markets.

We serve more than one market but could expand further.

Our products or services are somewhat diversified.

We rely on one or two narrow customer segments.

We are highly niche-focused, limiting our adaptability.

3. Our business has contingency plans and resources to recover quickly from natural disasters or unexpected crises.(Required)

We have robust, tested contingency plans and resources ready.

We have plans in place, though they need more testing or refinement.

Our planning for crises is moderate and untested.

We have basic plans but lack resources for rapid recovery.

We have no clear contingency plans or resources.

4. We use many efficient production processes to adapt to shifting market demands.(Required)

Our processes are varied, highly efficient, and responsive to demand.

We have a range of processes that adapt with some limitations.

Our processes are moderately flexible but need improvement.

We have limited flexibility in our production methods.

Our processes are rigid, and we struggle to adapt to market changes.

5. Our staffing policies prioritize retaining and developing employees aligned with our company values.(Required)

We actively hire, retain, and develop staff who embody our values.

Most of our team aligns with our values, but there’s room for improvement.

Alignment with company values is mixed within our staff.

Our staffing approach does not emphasize alignment with our values.

We have no clear policy for aligning staff with company values.

6. We invest in employee engagement and create an environment where team members take pride in their work.(Required)

Our employees are highly engaged and show exceptional pride in their work.

Most employees are engaged and proud of their roles.

Engagement and pride are moderate across the workforce.

Employee engagement and pride are inconsistent.

We lack investment in engagement, and morale is low.

7. Our brand identity resonates strongly with both our employees and our customers.(Required)

Our brand is a powerful source of pride and connection for both groups.

Our brand is well-regarded by most employees and customers.

Our brand has mixed recognition or resonance.

Our brand lacks a strong identity among employees or customers.

Our brand struggles to inspire loyalty or recognition.

8. We prioritize creating lasting customer relationships and memorable experiences over merely selling products.(Required)

We consistently foster strong relationships and deliver memorable experiences.

Our relationships and experiences are valued but could improve.

We achieve a balance between transactions and experiences.

Relationships and experiences are secondary to sales.

Our focus is entirely transactional, with little emphasis on relationships.

9. Our business operations are self-contained and designed to reduce reliance on external platforms or partnerships.(Required)

Our operations are highly independent with minimal external reliance.

We are largely independent but rely on a few external platforms.

Our operations are moderately independent with noticeable reliance.

We depend significantly on external systems or platforms.

We are heavily reliant on external platforms, limiting our autonomy.

10. Our robust succession plan ensures our business thrives beyond current leadership.(Required)

We have a well-defined, tested succession plan ready for implementation.

Our succession plan is in place but needs further refinement.

We are currently developing a succession plan.

We lack a detailed succession plan, leaving future leadership uncertain.

We have no clear succession planning in place.

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