Our strategic planning produces a clear set of actions and is linked to performance management to ensure successful strategy execution.

Our people focus strategic planning on the mission of the business, delighting customers and beating competitors, not on internal politics.

Our strategy guides our targets, budgets and resource allocation, not the other way around.

We dedicate time, separate from budget discussions, for the leadership team to discuss long-term strategy with the CEO and board.

We make strategic decisions and reallocate resources as needs arise, not on an annual schedule.

We identify the most important strategic issues during our planning process, carefully consider innovative alternatives and make decisions that have the greatest impact on our business.

Our strategic discussions focus on specific products, people and customers, not mathematical representations such as "average customer."

The front line perspective informs strategic decisions that affect what the front line does day to day.

We are purposefully not egalitarian in allocating resources behind the top priorities that will create value over the short, medium and long term.

Our leadership team spends more time maximizing the value of our leading businesses than on fixing our lagging ones.

We spend the right amount of time and energy on our strategic planning process for the value delivered.

Our strategic planning process is energizing.

So where are you on the journey?
Is your company World Class, Average or a Laggard?

Your overall assessment

Your detailed assessment

  1. 1) Strategic planning fundamentals
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  2. 2) Separating strategy from business planning
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  3. 3) Evergreen, issues-based agenda
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  4. 4) Deep connection to the customer and front line
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  5. 5) Allocation is purposefully not egalitarian
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  6. 6) Radical simplification
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