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Corporate Strategy Profiler
1. Vision & Purpose
1. Does your company have a clearly defined vision and purpose?
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1. Does your company have a clearly defined vision and purpose?
Yes – we have a clear vision and purpose guiding us
Somewhat – we have a basic vision but it’s not consistently understood
No – we don’t currently have a clear vis
2. Is the vision effectively communicated across the organization?
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2. Is the vision effectively communicated across the organization?
Yes – leadership communicates vision consistently
Somewhat – communication happens but is inconsistent
No – the vision is not communicated
3. Is your vision inspiring and motivating for employees?
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3. Is your vision inspiring and motivating for employees?
Yes – employees are inspired by the vision
Somewhat – some employees are inspired, others are unclear
No – employees are not motivated by the vision
4. Do employees understand how their roles connect to the vision?
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4. Do employees understand how their roles connect to the vision?
Yes – employees clearly see the connection
Somewhat – some employees see the connection, others don’t
No – employees don’t see a connection
5. Is your vision aligned with long-term market trends and opportunities?
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5. Is your vision aligned with long-term market trends and opportunities?
Yes – vision aligns with long-term trends
Somewhat – partially aligned, needs refinement
No – not aligned with market direction
2. Strategic Inputs & Foresight
6. Did you conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) as an input to your corporate strategy?
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6. Did you conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) as an input to your corporate strategy?
Yes – SWOT was formally conducted and informed strategy
Somewhat – some SWOT insights were considered
No – SWOT analysis was not used
Additional comments
7. Did you evaluate VUCA factors (Volatility, Uncertainty, Complexity, Ambiguity) while formulating your strategy?
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7. Did you evaluate VUCA factors (Volatility, Uncertainty, Complexity, Ambiguity) while formulating your strategy?
Yes – VUCA assessment was included
Somewhat – partially considered
No – not considered
Additional comments
8. Did you consider PESTEL analysis (Political, Economic, Social, Technological, Environmental, Legal factors) in your strategy formulation?
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8. Did you consider PESTEL analysis (Political, Economic, Social, Technological, Environmental, Legal factors) in your strategy formulation?
Yes – PESTEL analysis was conducted
Somewhat – partially considered
No – not used
Additional comments
9. Did you gather employee input (focus groups, workshops, surveys) while building your strategy?
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9. Did you gather employee input (focus groups, workshops, surveys) while building your strategy?
Yes – employee inputs were actively included
Somewhat – limited employee involvement
No – no employee input considered
10. Did you integrate customer or stakeholder feedback into your strategy development?
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10. Did you integrate customer or stakeholder feedback into your strategy development?
Yes – customer/stakeholder inputs shaped strategy
Somewhat – considered but not fully integrated
No – not considered
3. Strategy & Planning
11. Does your company have a well-defined strategy, a clear statement of where it’s heading?
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11. Does your company have a well-defined strategy, a clear statement of where it’s heading?
Yes – we have a well-defined strategy
Somewhat – we have the beginnings of a strategy but more work is needed
No – we don’t currently have a strategy
12. Is your strategy supported by clear goals and objectives?
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12. Is your strategy supported by clear goals and objectives?
Yes – goals are well-defined and measurable
Somewhat – goals exist but lack clarity/measurability
No – no clear goals exist
13. Is the strategy reviewed and updated regularly?
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13. Is the strategy reviewed and updated regularly?
Yes – strategy is updated regularly
Somewhat – strategy is occasionally reviewed
No – strategy is rarely or never reviewed
14. Does your strategy include clearly defined stepwise horizons (e.g., intermediate milestones such as Vision 2027 leading to Vision 2030)?
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14. Does your strategy include clearly defined stepwise horizons (e.g., intermediate milestones such as Vision 2027 leading to Vision 2030)?
Yes – Our strategy has stepwise horizons with clear intermediate milestones
Somewhat – We have a long-term vision, but intermediate horizons are not consistently defined
No – Our strategy only defines the long-term vision without stepwise horizons
15. Is your strategy based on thorough market and competitor analysis?
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15. Is your strategy based on thorough market and competitor analysis?
Yes – deep analysis informs strategy
Somewhat – some analysis is done but incomplete
No – little or no analysis is used
16. Does your corporate strategy include sustainability or ESG (Environmental, Social, Governance) considerations?
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16. Does your corporate strategy include sustainability or ESG (Environmental, Social, Governance) considerations?
Yes – Sustainability and ESG are fully integrated into the core strategy
Somewhat – Sustainability/ESG is mentioned but not consistently embedded into strategy execution
No – ESG or sustainability is not considered in the strategy
17. Are your strategic initiatives defined separately, or are they aligned and cascaded into departmental and functional objectives
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17. Are your strategic initiatives defined separately, or are they aligned and cascaded into departmental and functional objectives
Yes – Strategic initiatives are clearly embedded and aligned with departmental and functional objectives
Somewhat – We have a mix: some corporate initiatives are embedded, others sit separately
No – Corporate initiatives exist but remain separate, not cascaded into departments/functions
4. Execution & Operations
18. Are business processes aligned with your strategy?
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18. Are business processes aligned with your strategy?
Yes – processes are consistently aligne
Somewhat – partly aligned, needs improvement
No – not aligned
19. Does your strategy include balanced KPIs beyond financial outcomes (e.g., customer, innovation, quality, culture, sustainability)?
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19. Does your strategy include balanced KPIs beyond financial outcomes (e.g., customer, innovation, quality, culture, sustainability)?
Yes – Strategy includes a comprehensive set of financial and non-financial KPIs
Somewhat – Some non-financial KPIs exist, but they are not consistently applied
No – KPIs focus mainly on financial outcomes
20. Are your strategic initiatives cascaded into employees’ performance goals and appraisal systems?
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20. Are your strategic initiatives cascaded into employees’ performance goals and appraisal systems?
Yes – Initiatives are fully cascaded and reflected in performance appraisals across all levels
Somewhat – Some initiatives are reflected, but not consistently across the organization
No – Initiatives are not linked to employee performance appraisals
21. Is performance against strategy reviewed regularly?
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21. Is performance against strategy reviewed regularly?
Yes – reviewed consistently with corrective actions
Somewhat – reviewed occasionally
No – not reviewed
22. Are cross-functional teams aligned and collaborating effectively?
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22. Are cross-functional teams aligned and collaborating effectively?
Yes – strong collaboration exists
Somewhat – some collaboration but with gaps
No – silos exist, poor collaboration
23. Do you have mechanisms to adapt operations when strategy shifts?
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23. Do you have mechanisms to adapt operations when strategy shifts?
Yes – operations adapt quickly to changes
Somewhat – adaptation happens but slowly
No – operations are rigid and unresponsive
5. Leadership & Governance
24. Is the leadership team fully aligned on strategic priorities and consistent in their messaging?
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24. Is the leadership team fully aligned on strategic priorities and consistent in their messaging?
Yes – Leadership is fully aligned and consistently communicates the same priorities
Somewhat – Leadership alignment exists but with occasional gaps or inconsistent messaging
No – Leadership is fragmented or sends mixed signals on priorities
25. Are leaders accountable for delivering strategic goals?
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25. Are leaders accountable for delivering strategic goals?
Yes – clear accountability exists
Somewhat – accountability is weak/inconsistent
No – no accountability framework
26. Is there a governance structure to monitor strategic progress?
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26. Is there a governance structure to monitor strategic progress?
Yes – clear governance structure exists
Somewhat – partial governance, some oversight
No – no governance structure
27. Does your strategy include innovation initiatives to stay ahead of market disruption?
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27. Does your strategy include innovation initiatives to stay ahead of market disruption?
Yes – Innovation initiatives are a formal, integral part of strategy
Somewhat – Innovation exists but is not systematically built into strategy
No – Innovation is not a part of strategy
28. Is decision-making transparent and aligned with strategy?
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28. Is decision-making transparent and aligned with strategy?
Yes – decisions are transparent and strategic
Somewhat – sometimes aligned, sometimes unclear
No – decisions are not aligned
6. People & Culture
29. Do employees at all levels clearly understand how their daily work contributes to strategic objectives?
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29. Do employees at all levels clearly understand how their daily work contributes to strategic objectives?
Yes – Employees across all levels understand how their roles directly contribute to strategic objectives
Somewhat – Some employees see the link, but it’s inconsistent across functions or levels
No – Employees do not clearly see how their daily work connects to strategic objectives
30. Is there a culture of accountability and ownership?
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30. Is there a culture of accountability and ownership?
Yes – accountability is strong
Somewhat – partial accountability exists
No – accountability is weak
31. Are employees empowered to contribute to strategic goals?
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31. Are employees empowered to contribute to strategic goals?
Yes – empowerment is strong
Somewhat – empowerment exists but limited
No – employees are not empowered
32. Do you provide training to align employee skills with strategy?
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32. Do you provide training to align employee skills with strategy?
Yes – regular training is provided
Somewhat – occasional training, not consistent
No – no training provided
33. Is there strong employee buy-in and cultural support for executing the strategy?
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33. Is there strong employee buy-in and cultural support for executing the strategy?
Yes – Employees actively support and engage with the strategy; culture reinforces it
Somewhat – There is partial buy-in, with pockets of resistance or disengagement
No – Significant resistance exists, and culture does not support strategic execution
Would you like to share any additional thoughts, experiences, or perspectives about your corporate strategy that were not covered in the above questions? Please feel free to describe in detail.
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Your email
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Your phone number
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Your company
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