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Siloed functions with little information sharing and strategies are top down and not shared. People are focused on themselves and company awards, heroics and firefighting.
Functional teams meet to review data, but planning remains isolated, and transparency is selective. Strategy top down and communicated at least annually in goal setting or review.
Cross-functional teams share information and collaborate with a common plan, supported by shared data and holistic solutions. New foundation of trust and there is greater collaboration with external partners.
Strategies are part of the S&OP process and communicated within the cadence of those meetings and performance to goals are more widely known.
People generally embrace risk as opportunities and S&OP is the central decision-making hub, driving company-wide strategy. There is strong collaboration with involvement from people at all levels as openly and as fully as is possible.
Active corporate communication to engage employees and transparent organization with strategy influenced by S&OP processes and fully integrated and visible.
S&OP process is unclear and limited to no understanding and/or support from executives. Functionally there are Individual knowledge banks, and participation is inconsistent.
There is a formal S&OP process with designated participants, but engagement is limited to certain departments. More centralized teams begin to emerge with more specialized competencies.
S&OP is an important part of the organization that is adding value. Dedicated roles and governance are in place, with broad functional participation and leadership support.
Teams have become more specialized in roles base on core competencies and needs with formal internal and external training programs that enable continuous development in place.
S&OP is considered an essential business process and is a fully integrated business process with empowered teams, executive ownership, and enterprise-wide commitment.
World-class development programs are in place and skills are clearly articulated and aligned to enterprise strategy.
No identified process owners, lacks sponsorship from business executives, and participants are unclear as to their roles and responsibilities.
S&OP lead or facilitator role may be credited but person still may maintain responsibilities in other areas, executive sponsorship but attend inconsistently, and there is an increasing active involvement from other functions.
Dedicated S&OP lead drives the process, and active participation from other functions and roles and responsibilities are defined across departments.
Sponsorship comes from the highest level (CEO or COO) and upper management is very knowledgeable and actively engaged.
S&OP has a strong, empowered facilitator, and clearly defined, accountable roles embedded in all functions and strong participation between all of them.
Full C-suite level executive sponsorship and participation, meeting considered essential and replaces or is the primary business management monthly meeting for the CEO.