Impact Financial Training Academy

Rating

IMPACT Assessment for Portfolio Managers

Please answer each statement honestly. If a statement does not apply to your business, choose N/A and it will be left out of your score.

How to answer. Each statement is rated from 1 — Not at all through 3 — Moderately to 5 — Fully. Bands 2 and 4 are the steps in between.

Within each band, pick − for the lower half or + for the upper half — so 3+ is a little more than moderately. Choose N/A if a statement does not apply; it is left out of your score rather than counted as zero.

Key Financial Ratios Business Heath Check - The Scoreboard

1. I’m satisfied with the overall financial performance of our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
2. The current level of financial performance reflects the maximum potential of our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
3. The Financial Ratios indicate that we have a financially sound portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   

Business Valuation Business Heath Check - The Scoreboard

4. We are satisfied with the current financial valuation of our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
5. We can attach a monetary valuation to our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   

Economic cycle impact Business Foundations - The Strategic Set-up / Articulate the framework

6. Our portfolio will sustain its financial performance during an economic downturn
1 Not at all
2
3 Moderately
4
5 Fully
   
7. We understand the impact of an economic downturn on the financial performance of our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
8. We are constantly monitoring the key economic indicators, to anticipate the next economic downturn
1 Not at all
2
3 Moderately
4
5 Fully
   

Capacity Planning Business Foundations - The Strategic Set-up / Articulate the framework

9. Our planning process enables the optimal distribution and re-distribution of internal resources if needed
1 Not at all
2
3 Moderately
4
5 Fully
   
10. I understand the implications of capacity constraints in my area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
11. We understand our future sales and service capacity requirements based on projected changes in the market demand
1 Not at all
2
3 Moderately
4
5 Fully
   
12. Our internal resources capacity supply is congruent between the sales and service areas
1 Not at all
2
3 Moderately
4
5 Fully
   

Financial Leverage Business Foundations - The Strategic Set-up / Articulate the framework

13. We can predict the future financial performance of our portfolio based on historic trends
1 Not at all
2
3 Moderately
4
5 Fully
   
14. We understand the impact of capacity constrains on the financial performance of our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
15. We understand the key drivers of performance in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
16. We take the key drivers of performance into account when we do our financial planning
1 Not at all
2
3 Moderately
4
5 Fully
   

Risk Management Business Foundations - The Strategic Set-up / Articulate the framework

17. We have identified the key operational and business risks for our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
18. We have active plans in place to counter the operational and business risks in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
19. We have identified key strategic risks in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
20. We have active plans in place to counter the strategic risks in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
21. We have mapped our risks and possible risk responses on a risk matrix
1 Not at all
2
3 Moderately
4
5 Fully
   
22. We understand the financial consequences relating to our key risk areas
1 Not at all
2
3 Moderately
4
5 Fully
   
23. We understand potential disruptors in our business and are actively monitoring their activities
1 Not at all
2
3 Moderately
4
5 Fully
   

Customer and Brand Management Business Foundations - The Strategic Set-up / Articulate the framework

24. We have a clear and unique selling proposition that differentiates our bank from our competitors
1 Not at all
2
3 Moderately
4
5 Fully
   
25. We have formal processes in place to continuously assess our customers’ needs
1 Not at all
2
3 Moderately
4
5 Fully
   
26. We are aware of the key factors that will influence customer choice and have geared our budget and key resources to fulfil these needs
1 Not at all
2
3 Moderately
4
5 Fully
   
27. My team are constantly aware of how their actions impact the financial performance of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
28. We have clear plans in place to cross sell or up-sell our existing customer base
1 Not at all
2
3 Moderately
4
5 Fully
   
29. We actively focus on turning leads into sales
1 Not at all
2
3 Moderately
4
5 Fully
   

Capital Management Business Foundations - The Strategic Set-up / Articulate the framework

30. In our bank we deploy capital towards funding future growth opportunities
1 Not at all
2
3 Moderately
4
5 Fully
   
31. We make use of sound capital investment appraisal techniques when evaluating opportunities
1 Not at all
2
3 Moderately
4
5 Fully
   
32. We have access to capital if we want to expand the lending activities in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
33. We review the financial returns of capital investments in our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   

Productivity Accounting Business Foundations - The Strategic Set-up / Articulate the framework

34. We understand the financial implications of our team's productivity improvements in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   
35. We can calculate the internal inflation rate of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
36. We have pricing power in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   

Formalise the plan Formalise the plan

37. We constantly review my strategic focus areas in line with the changing environment
1 Not at all
2
3 Moderately
4
5 Fully
   
38. Our portfolio's strategy is translated into clear strategic objectives and measurements
1 Not at all
2
3 Moderately
4
5 Fully
   
39. We consider the long-term implications of our business decisions and plans
1 Not at all
2
3 Moderately
4
5 Fully
   
40. My team members have clear measures of performance for their respective areas of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
41. We have a formal strategic and financial performance review process in place
1 Not at all
2
3 Moderately
4
5 Fully
   
42. The financial planning process (budget process) are based on the key financial performance drivers in our portfolio
1 Not at all
2
3 Moderately
4
5 Fully
   

Customer Profitability Finding Optimisation Opportunities

43. We understand the profitability of our various products and customers
1 Not at all
2
3 Moderately
4
5 Fully
   
44. We can identify the 20% of my customers/ products that contribute to 80% of our profit
1 Not at all
2
3 Moderately
4
5 Fully
   
45. We have allocate the key resources in our team satisfying the needs and wants of the most profitable customers
1 Not at all
2
3 Moderately
4
5 Fully
   

Operational Efficiencies Finding Optimisation Opportunities

46. I actively focus on eliminating wastage in my area of responsibilty
1 Not at all
2
3 Moderately
4
5 Fully
   
47. Our customer service processes are efficient
1 Not at all
2
3 Moderately
4
5 Fully
   
48. Our sales and service operational processes are efficient
1 Not at all
2
3 Moderately
4
5 Fully
   
49. In our department we share internal best practices to optimise the financial performance of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   

Financial Culture Finding Optimisation Opportunities

50. We have a formal process in place to track the financial benefits of our projects/ marketing initiatives after implementation
1 Not at all
2
3 Moderately
4
5 Fully
   
51. We have a formal process in place to evaluate the priority status of a project/ marketing initiative
1 Not at all
2
3 Moderately
4
5 Fully
   
52. We have a formal cost control process in place in our team and there are consequences if you overspend your budget
1 Not at all
2
3 Moderately
4
5 Fully
   
53. My team are constantly aware of how their actions impact the financial performance of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
54. We have a cost conscience culture in our team
1 Not at all
2
3 Moderately
4
5 Fully
   
55. Our team is constantly looking for opportunities to enhance our revenue streams
1 Not at all
2
3 Moderately
4
5 Fully
   
56. We have a culture of taking responsibility for the financial outcome of our decisions
1 Not at all
2
3 Moderately
4
5 Fully
   

People Key Enablers

57. The internal performance management process in my team is in place (contracting, evaluation, feedback, corrective actions)
1 Not at all
2
3 Moderately
4
5 Fully
   
58. Our reward & recognition is linked to the performance of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
59. Our company have a formal training program in place to enhance the business skills of our employees
1 Not at all
2
3 Moderately
4
5 Fully
   
60. We have a formal plan in place to retain our key team members
1 Not at all
2
3 Moderately
4
5 Fully
   
61. Our strategy is clearly translated to indicate each team member's contribution to the overall success of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   

Management Information Key Enablers

62. I have access to management information (MI) that supports the assessment of my key performance indicators
1 Not at all
2
3 Moderately
4
5 Fully
   
63. We can rely on the availability, correctness and integrity of our management information
1 Not at all
2
3 Moderately
4
5 Fully
   
64. We have access to detailed management information that enables root cause analyses to identify internal best practices and/ or profit optimisation opportunities
1 Not at all
2
3 Moderately
4
5 Fully
   
65. The management information (MI) that we receive is displayed in a user friendly way
1 Not at all
2
3 Moderately
4
5 Fully
   
66. We have detailed information available regarding the profitability/ revenue contribution of our customers/ products
1 Not at all
2
3 Moderately
4
5 Fully
   
67. I have detailed information available to calculate the resource capacity requirements in my area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   

Technology Key Enablers

68. We analyse the latest technology innovations to improve the financial performance of our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
69. Our company invest in the latest technology to improve the financial performance of our portfolios
1 Not at all
2
3 Moderately
4
5 Fully
   

Completing the paperwork Key Enablers

70. We have a formal business plan in place for our area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully
   
71. We complete the regulatatory paperwork on time
1 Not at all
2
3 Moderately
4
5 Fully
   
72. The paperwork relating to my area of responsibility is up to date
1 Not at all
2
3 Moderately
4
5 Fully
   
73. I have back-ups of all my important information
1 Not at all
2
3 Moderately
4
5 Fully
   

Innovation The Katsjiengville® DNA

74. We have a formal process in place in our department to investigate innovative ideas to improve financial performance
1 Not at all
2
3 Moderately
4
5 Fully
   
75. I analyse similar industries / portfolios to identify ideas to optimise our financial performance
1 Not at all
2
3 Moderately
4
5 Fully
   

Cultivating Future Markets The Katsjiengville® DNA

76. I actively invest in my community
1 Not at all
2
3 Moderately
4
5 Fully
   
77. I imagine future business markets and have ideas on how to access them
1 Not at all
2
3 Moderately
4
5 Fully
   

Pay it Forward The Katsjiengville® DNA

78. I am aware of the my impact on my community
1 Not at all
2
3 Moderately
4
5 Fully
   
79. I activity contribute to cultivate the next generation of business leaders
1 Not at all
2
3 Moderately
4
5 Fully
   

The Entrepreneurial Mindset The Katsjiengville® DNA

80. I see myself as a intrapreneur (thinking like an entrepreneur in the corporate environment)
1 Not at all
2
3 Moderately
4
5 Fully
   
81. I'm constantly looking for new opportunities in my area of responsibility
1 Not at all
2
3 Moderately
4
5 Fully