Strategic Priorities Assessment

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1. How would you best describe your organization?

For-profit business

Government agency

Non-profit, non-profit association/trade association, charity

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2. How many employed team members do you have dedicated to strategy (i.e. at least 50% of their role requires them to research and develop the core strategy of the business and they are responsible for reporting to the board/CEO/senior leadership team on the progress of the strategy)?

None

1 - 2

2 - 5

More than 5

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3. Have you engaged the services of consultants, advisors or other type of external support to provide strategy development and/or strategic business intelligence services to your organisation in the last 3 years?

Yes

Not sure

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4. How would you best describe how work is currently structured within your organisation?

The founder/owner/CEO does the primary work of the organisation

The founder/owner/CEO manages employees who do the primary work of the organisation

The founder/owner/CEO is managing managers, who in turn manage employees who do the primary work of the organisation

The founder/owner/CEO has delegated profit and loss responsibility to a series of General Managers (i.e. each General Manager manages a business unit and is responsible for driving revenue and managing all of the expenses of that unit)

Existence

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5. Beyond making money, is everyone in the business clear on why this business exists?

Only the founder seems to know why we exist

A few people (usually the owner and leadership team) are clear on why we exist (10% - 25%)

Some of the team is clear on why we exist (25% - 50%)

About half of the team is clear on why we exist (50% - 75%)

Almost everyone is clear on why we exist (75% - 100%)

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6. To what extent does the organisation agree on who the core customer is.

No one is agrees on who the core customer is.

A few people (usually the owner and leadership team) agree on who the core customer is (1% - 20%)

Some of the team agrees on who the core customer is (21% - 50%)

Most people agree on who the core customer is (50% - 80%)

Almost everyone agree on who the core customer is (80% - 100%)

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7. PREFERRED To what extent is the organisation aligned/in agreement on the problems you solve for your customers.

No one is in agreement on the problems we solve for customers

There are small groups of people across various teams/departments/divisions that share the same perspectives on the problems we solve for our customers

Generally, there is agreement at the various levels of seniority on the problems we solve for our customers, but differing levels of seniority do not agree with each other (i.e. leaders agree with other leaders and junior staff agree with other junior staff, but leaders and junior staff do not agree)

Generally, there is agreement at the team/department/division level on the problems we solve for our customers, but teams/departments/divisions do not agree with each other (e.g. the marketing team share the same perspective and the operations team share the same perspective, but the marketing team and the operations team do not agree)

Almost everyone is in agreement on the problems we solve for our customers (80% - 100%)

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8. In your opinion, do team members understand how the business generates revenue (i.e. not just the products/services we sell, but also how we create demand for those products/services)?

No, less than 5% of the team understands how we generate revenue

There are a few people with a deep understanding of how we generate revenue (5% - 20%)

Roughly one-third of our staff understand how we generate revenue

About 50%-66% of staff understand how we generate revenue

More than two-thirds of staff understand how we generate revenue

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9. In your opinion, do team members know which products/services make us the most money?

No, less than 5% of the team know which products/services make us the most money

There are a few people that know which products/services make us the most money (5% - 20%)

Roughly one-third of our staff know which products/services make us the most money

About 50%-66% of staff know which products/services make us the most money

More than two-thirds of staff know which products/services make us the most money

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10. In your opinion, do team members know the main expenses you incur to generate revenue?

No, less than 5% of the team know the main expenses you incur to generate revenue

There are a few people that know the main expenses you incur to generate revenue (5% - 20%)

Roughly one-third of our staff know the main expenses you incur to generate revenue

About 50%-66% of staff know the main expenses you incur to generate revenue

More than two-thirds of staff know the main expenses you incur to generate revenue

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11. In your opinion, do team members know who is involved in creating and delivering the product/service to the customer?

No, less than 5% of the team know who is involved in creating and delivering the product/service

There are a few people that know who is involved in creating and delivering the product/service (5% - 20%)

Roughly one-third of our staff know who is involved in creating and delivering the product/service

About 50%-66% of staff know who is involved in creating and delivering the product/service

More than two-thirds of staff know who is involved in creating and delivering the product/service

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12. In your opinion, what percentage of your team knows why customers should and do choose your organisation over your competitors?

0-5%

6-25%

26%-50%

51%-75%

More than 75%

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13. In your opinion, what percentage of your team knows what your brand stands for?

0-5%

6-25%

26%-50%

51%-75%

More than 75%

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14. In your opinion, to what extent are team members on the same page about what the company's future would look like if you're successful today?

Team members have no idea about the company's future and/or are not on the same page

A few people share the same vision for the future

Roughly one-third of our staff share the same vision for the future

About 50%-66% of staff share the same vision for the future

More than two-thirds of staff share the same vision for the future

Survival

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15. How would you describe current trends in demand for your products/services?

Demand is growing rapidly and we are earning a large profit

Demand is growing, but slowly, and we are earning an acceptable profit

Demand is flat and we are cutting expenses or raising prices to be profitable

Demand is declining somewhat and we are cutting expenses or raising prices to be profitable

Demand is declining rapidly and we are cutting expenses or raising prices to be profitable

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16. How would you describe current trends in your expenses (excluding any expenses related to large capital investments)?

Expenses are growing due to factors outside of our control

Expenses are growing due to factors within our control that we can reverse

Expenses are stable

Expenses are falling due to cost-cutting measures we've implemented

Expenses are falling due to factors outside of our control

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17. How would you describe the quality of your products and services?

We have evidence that quality of our products/services is below customers' expectations

We believe that quality of our products/services is below customers' expectations

We have evidence that the quality of our products/services meets customers' expectations

We believe that the quality of our products/services meets customers' expectations

We believe that quality of our products/services exceeds customers' expectations

We have evidence that quality of our products/services exceeds customers' expectations

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18. How would you describe your cash flow and cash reserves?

There tends to be a greater outflow of cash than inflow of cash (net negative)

There tends to be even outflow and inflow of cash

There tends to be greater inflow of cash than outflow of cash (net positive)

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19. How would you describe your cash reserves?

We do not have a cash reserve

We have a cash reserve of between 1 day and 7 days of expenses

We have a cash reserve of between 8 days and 30 days of expenses

We have a cash reserve of between 30 days and 90 days of expenses

We have a cash reserve greater than 90 days of expenses

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20. Given the current developments in your external environment (e.g. economy, politics, industry evolution, competitive dynamics, consumer demands, etc.), how urgently do you think your organisation needs to respond?

Very urgently or else we could cease to exist

Urgently because it would be challenging if we continued with business as usual

Somewhat urgently because we could delay adapting for a year but not longer than 3 years

There is little urgency and we could continue with current operations and wait and see how the environment evolves

There is no urgency, as there will be little to no impact on the business

Efficiency

To what extent do you agree with the following statements.

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21. The costs the organisation is incurring to generate its products and services are the lowest they could be for the current level of output

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

None of the above

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22. The work of the organisation is organised to ensure the lowest possible occurence of bottlenecks, slowdowns and inefficiencies

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

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23. At least two-thirds of team members currently possess the skills needed for the organisation to be successful

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

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24. At least two-thirds of team members are motivated to do the work of the organisation at a consistently high level

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

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25. Generally within the organisation, the right things are happening at the right time with the right quality in the right sequence

Strongly agree

Somewhat agree

Neither agree nor disagree

Somewhat disagree

Strongly disagree

Sustainable competitive advantage

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26. When you think of your core target customer and compare your products/services to your competitors, where do you think your customer would position you in the market?

They would pay 15% or more than the average price to access our products/services

They would pay 5%-15% more than the average price to access our products/services

They would pay 1%-5% more than the average price to access our products/services

They would the average price, and no more, to access our products/services

They think that the average market price is too high for our products/services

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27. When you think of your most important competitors, how long do you think it would take them to replicate your competitive advantage in the market?

They are already stronger in the area(s) we believe we had an advantage

They have already replicated, but not surpassed, our competitive advantage

They would need less than 12 months

They would need between 12 months and 36 months

They would need longer than 36 months

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28. When you look forward three years, how likely is it that customers would value your competitive advantage to such a degree that they would pay a premium to access it?

Not likely at all

Unlikely

Neither

Likely

Extremely likely

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29. When you consider the tangible assets (e.g. tools, equipment, money, buildings, machinery, etc.) you need to protect and nurture your competitive advantage, which of the following statements best describes your current state?

We have all of the tangible assets we need

We have most of the tangible assets we need (75% or more)

We have some of the tangible assets we need (50% - 75%)

We have a few of the tangible assets we need (25% - 50%)

We have very little of the tangible assets we need (0% - 25%)

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30. When you consider the intangible assets (e.g. brand, culture, know-how, information, etc.) you need to protect and nurture your competitive advantage, which of the following statements best describes your current state?

We have all of the intangible assets we need

We have most of the intangible assets we need (75% or more)

We have some of the intangible assets we need (50% - 75%)

We have a few of the intangible assets we need (25% - 50%)

We have very little of the intangible assets we need (0% - 25%)

Expansion

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31. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to further innovate your existing products and services to sell them to your existing customers?

Very easy

Easy

Neither easy nor difficult

Difficult

Very difficult

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32. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to sell completely new products and services to your existing customers?

Very easy

Easy

Neither easy nor difficult

Difficult

Very difficult

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33. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to sell your existing products and services to a new set of customers (e.g. a new country or a new segment)?

Very easy

Easy

Neither easy nor difficult

Difficult

Very difficult

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34. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to expand your operations and bring in-house an activity/solution that is currently provided by a supplier or vendor or a retailer/other third-party seller?

Very easy

Easy

Neither easy nor difficult

Difficult

Very difficult

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35. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to go into completely new areas, i.e. sell products/services that are unrelated to your current offering to a customer segment you have no experience with?

Very easy

Easy

Neither easy nor difficult

Difficult

Very difficult

Strategic Priorities Assessment

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* 1. How would you best describe your organization?

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* 2. How many employed team members do you have dedicated to strategy (i.e. at least 50% of their role requires them to research and develop the core strategy of the business and they are responsible for reporting to the board/CEO/senior leadership team on the progress of the strategy)?

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* 3. Have you engaged the services of consultants, advisors or other type of external support to provide strategy development and/or strategic business intelligence services to your organisation in the last 3 years?

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* 4. How would you best describe how work is currently structured within your organisation?

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* 5. Beyond making money, is everyone in the business clear on why this business exists?

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* 6. To what extent does the organisation agree on who the core customer is.

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* 7. PREFERRED To what extent is the organisation aligned/in agreement on the problems you solve for your customers.

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* 8. In your opinion, do team members understand how the business generates revenue (i.e. not just the products/services we sell, but also how we create demand for those products/services)?

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* 9. In your opinion, do team members know which products/services make us the most money?

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* 10. In your opinion, do team members know the main expenses you incur to generate revenue?

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* 11. In your opinion, do team members know who is involved in creating and delivering the product/service to the customer?

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* 12. In your opinion, what percentage of your team knows why customers should and do choose your organisation over your competitors?

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* 13. In your opinion, what percentage of your team knows what your brand stands for?

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* 14. In your opinion, to what extent are team members on the same page about what the company's future would look like if you're successful today?

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* 15. How would you describe current trends in demand for your products/services?

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* 16. How would you describe current trends in your expenses (excluding any expenses related to large capital investments)?

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* 17. How would you describe the quality of your products and services?

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* 18. How would you describe your cash flow and cash reserves?

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* 19. How would you describe your cash reserves?

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* 20. Given the current developments in your external environment (e.g. economy, politics, industry evolution, competitive dynamics, consumer demands, etc.), how urgently do you think your organisation needs to respond?

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* 21. The costs the organisation is incurring to generate its products and services are the lowest they could be for the current level of output

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* 22. The work of the organisation is organised to ensure the lowest possible occurence of bottlenecks, slowdowns and inefficiencies

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* 23. At least two-thirds of team members currently possess the skills needed for the organisation to be successful

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* 24. At least two-thirds of team members are motivated to do the work of the organisation at a consistently high level

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* 25. Generally within the organisation, the right things are happening at the right time with the right quality in the right sequence

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* 26. When you think of your core target customer and compare your products/services to your competitors, where do you think your customer would position you in the market?

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* 27. When you think of your most important competitors, how long do you think it would take them to replicate your competitive advantage in the market?

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* 28. When you look forward three years, how likely is it that customers would value your competitive advantage to such a degree that they would pay a premium to access it?

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* 29. When you consider the tangible assets (e.g. tools, equipment, money, buildings, machinery, etc.) you need to protect and nurture your competitive advantage, which of the following statements best describes your current state?

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* 30. When you consider the intangible assets (e.g. brand, culture, know-how, information, etc.) you need to protect and nurture your competitive advantage, which of the following statements best describes your current state?

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* 31. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to further innovate your existing products and services to sell them to your existing customers?

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* 32. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to sell completely new products and services to your existing customers?

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* 33. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to sell your existing products and services to a new set of customers (e.g. a new country or a new segment)?

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* 34. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to expand your operations and bring in-house an activity/solution that is currently provided by a supplier or vendor or a retailer/other third-party seller?

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* 35. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to go into completely new areas, i.e. sell products/services that are unrelated to your current offering to a customer segment you have no experience with?

1. How would you best describe your organization?

2. How many employed team members do you have dedicated to strategy (i.e. at least 50% of their role requires them to research and develop the core strategy of the business and they are responsible for reporting to the board/CEO/senior leadership team on the progress of the strategy)?

3. Have you engaged the services of consultants, advisors or other type of external support to provide strategy development and/or strategic business intelligence services to your organisation in the last 3 years?

4. How would you best describe how work is currently structured within your organisation?

5. Beyond making money, is everyone in the business clear on why this business exists?

6. To what extent does the organisation agree on who the core customer is.

7. PREFERRED To what extent is the organisation aligned/in agreement on the problems you solve for your customers.

8. In your opinion, do team members understand how the business generates revenue (i.e. not just the products/services we sell, but also how we create demand for those products/services)?

9. In your opinion, do team members know which products/services make us the most money?

10. In your opinion, do team members know the main expenses you incur to generate revenue?

11. In your opinion, do team members know who is involved in creating and delivering the product/service to the customer?

12. In your opinion, what percentage of your team knows why customers should and do choose your organisation over your competitors?

13. In your opinion, what percentage of your team knows what your brand stands for?

14. In your opinion, to what extent are team members on the same page about what the company's future would look like if you're successful today?

15. How would you describe current trends in demand for your products/services?

16. How would you describe current trends in your expenses (excluding any expenses related to large capital investments)?

17. How would you describe the quality of your products and services?

18. How would you describe your cash flow and cash reserves?

19. How would you describe your cash reserves?

20. Given the current developments in your external environment (e.g. economy, politics, industry evolution, competitive dynamics, consumer demands, etc.), how urgently do you think your organisation needs to respond?

21. The costs the organisation is incurring to generate its products and services are the lowest they could be for the current level of output

22. The work of the organisation is organised to ensure the lowest possible occurence of bottlenecks, slowdowns and inefficiencies

23. At least two-thirds of team members currently possess the skills needed for the organisation to be successful

24. At least two-thirds of team members are motivated to do the work of the organisation at a consistently high level

25. Generally within the organisation, the right things are happening at the right time with the right quality in the right sequence

26. When you think of your core target customer and compare your products/services to your competitors, where do you think your customer would position you in the market?

27. When you think of your most important competitors, how long do you think it would take them to replicate your competitive advantage in the market?

28. When you look forward three years, how likely is it that customers would value your competitive advantage to such a degree that they would pay a premium to access it?

29. When you consider the tangible assets (e.g. tools, equipment, money, buildings, machinery, etc.) you need to protect and nurture your competitive advantage, which of the following statements best describes your current state?

30. When you consider the intangible assets (e.g. brand, culture, know-how, information, etc.) you need to protect and nurture your competitive advantage, which of the following statements best describes your current state?

31. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to further innovate your existing products and services to sell them to your existing customers?

32. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to sell completely new products and services to your existing customers?

33. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to sell your existing products and services to a new set of customers (e.g. a new country or a new segment)?

34. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to expand your operations and bring in-house an activity/solution that is currently provided by a supplier or vendor or a retailer/other third-party seller?

35. When considering the future of the organisation and given your current strengths and weaknesses, how easy would it be to go into completely new areas, i.e. sell products/services that are unrelated to your current offering to a customer segment you have no experience with?