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Here are some questions about how strategy work is conducted, and how the results of the work are recorded, distributed and followed up in the organisation
Which statement best matches your organisation?
We have no strategy
We have a strategy that only the board/management know about, but that we DON’T follow
We have a strategy that most people in the organisation know about, but that we DON’T follow
We have a strategy that only the board/management know about and that we act on (consciously/unconsciously)
We have a strategy that most people in the organisation know about and that we act on (consciously/unconsciously)
Here you will find a video in which David Kryscynski explains strategy and why it is important.
Here you will find a video in which David Kryscynski explains strategy and why it is important.
Here you will find a video in which David Kryscynski explains strategy and why it is important.
Which statement best matches your organisation?
Our overriding strategy does not consider the digital perspective
Our overriding strategy does not consider the digital perspective, but we have a separate digital strategy
Our overriding strategy considers the digital perspective, and we also have a separate digital strategy
We have ONE strategy in the organisation and it considers the digital perspective
Which statement best matches your organisation?
The strategy does not provide any clear guidance for the organisation
The strategy provides clear guidance for the organisation, but it is perceived as inhibitive
The strategy provides clear guidance for the organisation, and it allows scope for independent action
Which statement best matches your organisation?
There is no strategy-related work to speak of
Our strategy-related work consists of a business plan which is revised annually
Our strategy-related work is agile and we revise it continuously, e.g. when changes in the external environment demand it
Which statement best matches your organisation?
Goals and key ratios are not clear at any level in the organisation
Goals and key ratios are clear in the organisation as a whole, but not at the departmental and individual level
Goals and key ratios are clear in the organisation as a whole and at the departmental level, but not at the individual level
Goals and key ratios are clear on all levels, i.e. at the overriding, departmental and individual level
Read about the management framework OKR in the glossary. OKR was invented at Intel and made popular by Google. Its main goal is to define a way of working that is constantly realigned to external factors and to what works and what doesn’t. On all levels.
Read about the management framework OKR in the glossary. OKR was invented at Intel and made popular by Google. Its main goal is to define a way of working that is constantly realigned to external factors and to what works and what doesn’t. On all levels.
Read about the management framework OKR in the glossary. OKR was invented at Intel and made popular by Google. Its main goal is to define a way of working that is constantly realigned to external factors and to what works and what doesn’t. On all levels.
Goals and key ratios are not clear at any level in the organisation
Goals and key ratios are only clear at the overriding level in the organisation
Goals and key ratios are clear down to the departmental level in the company, but not at the individual level
Goals and key ratios are clear on all levels, i.e. at the overriding, departmental and individual level
No
We have a good plan but we often find it hard to follow
We have a good plan and it is followed on an ongoing basis
