The Visual Quick Assessment, derived from Tamer Kemeröz’s Strategic Idea Assessment, is a very efficient method for idea evaluation that avoids undirected and endless discussions.
The evaluation diagram (see figure) represents itself as a simple coordinate system with two axes.
Axis 1
Here, the strategic potential of our idea is queried – in the values low, medium and high.
Axis 2
Here, the complexity of the implementation of our idea is queried – in the values low, medium and high.
The tripartite division of the axes now results in nine evaluation fields that show the possible corridors relevant to value creation.
The green boxes describe ideas we would all love to see. They have medium to high strategic potential combined with low to medium complexity of implementation.
The orange fields describe ideas whose implementation would in principle still be okay in most cases if no green ideas are available as an alternative. Ideas in the “low/low” category should only be implemented if they do not require resources to be diverted from the core business. Ideas in the “high/high” category, on the other hand, should only be implemented if a detailed risk analysis gives the go-ahead.
The red boxes represent ideas that normally no entrepreneur likes to see implemented. They have low potentials with simultaneous medium to high complexities in implementation.
The Visual Quick Assessment, derived from Tamer Kemeröz’s Strategic Idea Assessment, is a very efficient method for idea evaluation that avoids undirected and endless discussions. Due to their visual approach, decision discussions are considerably shortened in time, since discussions are always based on the jointly shown opinion. In the context of mostly agile projects in digital transformation, it becomes elementarily important that a team can make many decisions quickly and correctly. Many projects lose their momentum because far too much time is lost in the area of decisions to be made, causing projects to be unnecessarily stretched.
The Visual Quick Assessment presents itself as a simple coordinate system with two axes.
Axis 1: Here we ask about the strategic potential of our idea, our investment, our measure that we want to or have to decide on – in the values low, medium and high.
Axis 2: This asks about the complexity of implementing our idea if we were to implement it – in the values low, medium and high.
The tripartite division of the axes now results in nine evaluation fields that show the possible corridors relevant to value creation.
The green boxes describe ideas we would all love to see. They have medium to high strategic potential combined with low to medium complexity of implementation.
The orange fields describe ideas whose implementation would in principle still be okay in most cases if no green ideas are available as an alternative. Ideas in the “low/low” category should only be implemented if they do not require resources to be diverted from the core business. Ideas in the “high/high” category, on the other hand, should only be implemented if a detailed risk analysis gives the go-ahead.
The red boxes represent ideas that normally no entrepreneur likes to see implemented. They have low potentials with simultaneous medium to high complexities in implementation.