Page 21 - SKU-000506274_TEXT.indd

n Should we consider starting over?
n Do we have the courage to confront what the marketplace is telling

us?

Key questions to really challenge the top team’s thinking

n Is there a top-team consensus around the important issues of:
– Are we thriving or surviving?
– Are we growing or stagnating?
– Are we leading or following?

n Are we in danger of calling agreement consensus when it is merely
“groupthink”?

n Do we share an absolute determination to be the best of the best
and the company that shapes the future of our industry?

n Do we have, and believe in, a real vision of our future – or have we
put together a few fine-sounding words which are variously
interpreted by individuals, divisions, departments or at different
organizational levels?

n Do our people share our vision, ignore it, or are they simply
unaware that it exists?

n If we have an inspirational vision is it backed by a mission that
tells every stakeholder from customer to society at large, the
customer desires that we exist to fulfil, what makes us different
from the herd, what challenges us to become and remain the “best
of the best”, how we treat people and the values that drive every
decision that we make?

Strategizing

n What is our best strategy?
n What do we want to happen?
n What is the organizing principle behind our business?
n Are we too complex for easy focus?
n What segments, sectors or niches are we aiming at?
n What attracts us to these?
n What are our resources?
n What are the trends?
n How good are the omens?
n Are we proposing high risk innovations?
n How does our proposed strategy limit and control the level of risk?

xx Introduction