Strategy Execution Diagnostic

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Section 0

About you

So we can read results across levels and functions. Your responses are confidential and reported only in aggregated, anonymised form.

Full name *

Position / title

Email (optional)

Organisation

Which group are you part of? *

Board Executive Committee Manager Employee Other

In your own words, how would you describe your organisation's strategy today?

Section 1

Existence & Structure

Does a strategy exist, is it documented — and is it broken down into actionable components?

1.1 We have a written strategy that has been formally approved — it is not just a set of slides or talking points.

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1 · Not at all true5 · Fully true

1.2 The strategy makes explicit choices: it states what we will NOT do, not just what we aspire to.

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1.3 The strategy covers a defined time horizon with clear milestones — it is not open-ended.

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1.4 The strategy is broken down into strategic axes or themes that structure our priorities.

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1.5 Each strategic axis is translated into concrete initiatives or projects.

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1.6 Each initiative has a designated owner and a defined timeline or calendar.

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What are the main strategic axes or themes your organisation has defined? (list them briefly)

Approximately how many strategic initiatives or projects are currently active under the strategy?

Section 2

Clarity, Accessibility & Governance

Do people understand the strategy — and is it clear who owns it, communicates it, and drives it?

2.1 People here genuinely understand where the organisation is trying to go.

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1 · Not at all true5 · Fully true

2.2 The strategy is written in language anyone in the organisation can understand — not just senior leadership.

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2.3 A concise, consistent summary of the strategy is actively shared and easy to find.

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2.4 I can clearly explain how my own work contributes to the strategy.

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Who defines the strategy?

Who communicates the strategy?

Who implements the strategy?

Is there a dedicated internal role or function responsible for strategy? If yes, describe it briefly.

Section 3

Alignment

Are people and resources genuinely pulling in the same direction?

3.1 Individual and team objectives are clearly connected to the strategic priorities — not just to operational targets.

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1 · Not at all true5 · Fully true

3.2 Different departments and functions work toward the same goals — there is little pulling in opposite directions.

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3.3 When trade-offs arise between priorities, the strategy provides a clear basis for the decision.

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3.4 Budget and resource allocation genuinely reflects what the strategy says matters most.

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3.5 There is broad belief in the direction — not just compliance with it.

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3.6 Strategic priorities are stable enough that teams can plan and commit — they do not shift too frequently.

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Section 4

Implementation

Does the strategy visibly shape what gets done — day to day, not just at planning time?

4.1 It is obvious who is accountable for each major strategic initiative — one person, not a committee.

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1 · Not at all true5 · Fully true

4.2 When something no longer fits the strategy, it gets stopped — not just quietly deprioritised.

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4.3 The strategy drives decisions throughout the year, not just during the annual planning cycle.

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4.4 Looking at what we actually work on day to day, the strategy is clearly visible in our choices.

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4.5 Teams have the resources and authority they need to deliver on their strategic commitments.

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4.6 When a strategic initiative stalls, it is clear what needs to happen and who needs to decide.

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Section 5

Review & Learning

Is the strategy actively monitored — and does reality change it, not just confirm it?

5.1 There is a regular, dedicated moment to review strategic progress — separate from operational or financial reviews.

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1 · Not at all true5 · Fully true

5.2 Progress reviews lead to real decisions — they are not just status updates that change nothing.

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5.3 We track whether our strategic bets are working, not just whether we hit short-term targets.

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5.4 When assumptions prove wrong, the strategy is adjusted — not defended.

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5.5 Senior leadership actively questions the strategy itself — not only how well it is being executed.

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Section 6

Quality of the Strategy & its Implementation

A brief, separate read on the strategy itself and on the quality of how it is being executed.

Scored separately · not on the radar

6.1 Our strategy reflects genuine choices — a competitor could not copy it word for word and mean it.

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1 · Not at all true5 · Fully true

6.2 The strategy is honest about the constraints and risks we face — it is not just an optimistic plan.

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6.3 The strategy addresses what actually matters most for our future — not what was most important three years ago.

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6.4 Strategic initiatives are executed with the same rigour and seriousness that went into defining the strategy.

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Section 7

Strengths & weaknesses

Two or three honest bullet points per question is enough. Candid is far more useful than diplomatic.

What is working well — what should we protect or build on?

If you could fix one thing in the next 90 days, what would it be — and why?

Is there anything this survey did not ask that you think is important?