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n What special factors influence our business environment?
n What are the consequences of our strategy?
n Whom are we addressing as stakeholders?
n How ready are we?
n What processes do we have for feedback, evaluation and review?
n What are our strategic options?
n Would we be comfortable as low risk trend followers?

Key questions to challenge the thinking of every member of
management

n In developing our strategy have we considered a sufficient number
of alternatives?

n Are we psychologically (emotionally) at ease with our strategy?
n Is there general agreement that our strategy is appropriate to

today’s and tomorrow’s business environment?
– Have we built into the strategy sufficient flexibility to meet

rapidly changing needs?
– Does our performance feedback system give us adequate

warning of the need to change direction?
– Are our management and people at every level capable of

flexible response to emergent conditions?
n Are we free of any danger that past success makes our people

believe that they have a “one size fits all” strategy suitable for all
situations? (“We live in a rapidly changing world in which nothing
fails like success” – Richard Pascal.)
n Is there a general understanding that the strategic goals must be
achieved, even if the route to them is fine tuned to changing
circumstances?

Tactics

n What are the key activities?
n Where are the bottlenecks?
n What kind of managers do we need?
n How do we maintain control?
n What is our power base?
n How do we communicate the vision?

Introduction xxi