Stakeholder Mirror Survey — FIS3 PMO & LACE Team × LEADBeyond

Which perspective do you answer from? (Select one)

I sit in the business, not in IT

Who are we talking about? One department (formally 6101), four service lines:
FIS3 PMO — program steering: progress, risks, dependencies, escalations · Program Performance Mgmt & Insights — dashboards, performance reporting and insights · LACE — Lean & Agile coaching for clusters and teams, introduction of new ways of working · PPM — portfolio intake, funnel & prioritization process and portfolio transparency.
Throughout this survey we simply call it “the team”.

Role & value contribution

How visible and valuable is the team's work to you?

Q1.I clearly understand what the team is accountable for — and what not.

1 = strongly disagree · 5 = strongly agree

Disagree

135

—

Agree

Q2.The team makes a measurable contribution to the success of the FIS3 transformation / Global ONE IT.

Disagree

135

—

Agree

Q3.If the team stopped working tomorrow, my own work would become noticeably harder.

Disagree

135

—

Agree

Q4.When you face a program-level risk, dependency or prioritization conflict — who do you turn to first?

The team (FIS3 PMO / LACE / PPM / Performance Mgmt) My own domain / line leadership Directly the other team involved I find a workaround myself It depends — add context below

Standing & follow-through

What happens when the FIS3 PMO & LACE team acts — and how reliable is it?

Q9.The team has the standing and authority it needs to fulfil its role.

Disagree

135

—

Agree

Q10.When the team addresses needed actions, impediments or risks — what typically happens next?

Action follows quickly It gets discussed, but rarely actioned It depends heavily on who escalates and to whom Usually nothing changes I cannot judge

Q11a.Guidance, decisions and milestones set by the team are honoured and acted on by others.

Does what the team asks for actually stick?

Disagree

135

—

Agree

Q11b.The team itself honours its commitments and delivers against them.

And does the team deliver what it promises?

Disagree

135

—

Agree

Q12.The team and my area collaborate as partners at eye level.

Disagree

135

—

Agree

One team — and the one difference

The most valuable part: where should they focus first?

Q13.The team acts as one coherent unit with clear priorities — not as four separate teams.

Disagree

135

—

Agree

Q14.Where would one focused improvement by the team make the biggest difference for you in the next 90 days?

Pick the one area that matters most to you right now.

Dependency management — cross-team dependencies resolved jointly, not thrown over the fence Risk & escalation follow-through — escalations that actually lead to action Prioritization & intake — a clearer, faster funnel with less overhead Transparency & reporting — insights that actually support my decisions Coaching & ways of working — support that shows up in how teams deliver Scaling consistent transparency & ways of working across Global ONE IT — beyond FIS3 Something else — describe it below

Q15.The one difference: if the team could deliver or change one thing for you in the next 90 days — what would it be?

Be concrete — and tell us how you would notice the difference.

Q16.What should the team stop doing — or do less of?

Q17.Complete the sentence: "For me, the FIS3 PMO & LACE team is …"

Anonymous. Responses go directly to LEADBeyond. Findings are presented to the team only as aggregated insights per stakeholder group (n≥3).

Thank you.

Your perspective has been submitted. It will directly shape the team's workshop — an honest outside view is exactly what they asked for. We appreciate your time.