Corporate Strategy Profiler

1. Vision & 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?

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?

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?

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?

Yes – vision aligns with long-term trends

Somewhat – partially aligned, needs refinement

No – not aligned with market direction

2. Strategic Inputs & Foresight

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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?

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?

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?

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?

Yes – customer/stakeholder inputs shaped strategy

Somewhat – considered but not fully integrated

No – not considered

3. Strategy & Planning

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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?

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?

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)?

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?

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?

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

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

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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)?

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?

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?

Yes – reviewed consistently with corrective actions

Somewhat – reviewed occasionally

No – not reviewed

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?

Yes – operations adapt quickly to changes

Somewhat – adaptation happens but slowly

No – operations are rigid and unresponsive

5. Leadership & Governance

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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?

Yes – clear accountability exists

Somewhat – accountability is weak/inconsistent

No – no accountability framework

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?

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?

Yes – decisions are transparent and strategic

Somewhat – sometimes aligned, sometimes unclear

No – decisions are not aligned

6. People & Culture

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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?

Yes – accountability is strong

Somewhat – partial accountability exists

No – accountability is weak

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?

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?

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.

Corporate Strategy Profiler

1. Vision & Purpose

1. Does your company have a clearly defined vision and purpose?

2. Is the vision effectively communicated across the organization?

3. Is your vision inspiring and motivating for employees?

4. Do employees understand how their roles connect to the vision?

5. Is your vision aligned with long-term market trends and opportunities?

2. Strategic Inputs & Foresight

6. Did you conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) as an input to your corporate strategy?

Additional comments

7. Did you evaluate VUCA factors (Volatility, Uncertainty, Complexity, Ambiguity) while formulating your strategy?

Additional comments

8. Did you consider PESTEL analysis (Political, Economic, Social, Technological, Environmental, Legal factors) in your strategy formulation?

Additional comments

9. Did you gather employee input (focus groups, workshops, surveys) while building your strategy?

10. Did you integrate customer or stakeholder feedback into your strategy development?

3. Strategy & Planning

11. Does your company have a well-defined strategy, a clear statement of where it’s heading?

12. Is your strategy supported by clear goals and objectives?

13. Is the strategy reviewed and updated regularly?

14. Does your strategy include clearly defined stepwise horizons (e.g., intermediate milestones such as Vision 2027 leading to Vision 2030)?

15. Is your strategy based on thorough market and competitor analysis?

16. Does your corporate strategy include sustainability or ESG (Environmental, Social, Governance) considerations?

17. Are your strategic initiatives defined separately, or are they aligned and cascaded into departmental and functional objectives

4. Execution & Operations

18. Are business processes aligned with your strategy?

19. Does your strategy include balanced KPIs beyond financial outcomes (e.g., customer, innovation, quality, culture, sustainability)?

20. Are your strategic initiatives cascaded into employees’ performance goals and appraisal systems?

21. Is performance against strategy reviewed regularly?

22. Are cross-functional teams aligned and collaborating effectively?

23. Do you have mechanisms to adapt operations when strategy shifts?

5. Leadership & Governance

24. Is the leadership team fully aligned on strategic priorities and consistent in their messaging?

25. Are leaders accountable for delivering strategic goals?

26. Is there a governance structure to monitor strategic progress?

27. Does your strategy include innovation initiatives to stay ahead of market disruption?

28. Is decision-making transparent and aligned with strategy?

6. People & Culture

29. Do employees at all levels clearly understand how their daily work contributes to strategic objectives?

30. Is there a culture of accountability and ownership?

31. Are employees empowered to contribute to strategic goals?

32. Do you provide training to align employee skills with strategy?

33. Is there strong employee buy-in and cultural support for executing the strategy?

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.

Your email

Your phone number

Your company