In order to break through to the next level of excellence we have found seven criteria that must be proactively addressed and measured for the effective formulation and implementation of strategy.

Clear and decisive objectives

Questions
Are all efforts directed toward clearly understood, decisive, and attainable overall goals?

So what if I don’t?
Decision makers do not have sufficient information to make the right decisions

Benefits
Every employee has the information and ability to do what is best for the company.

Maintaining the initiative

Questions
Does the strategy preserve freedom of action and enhance commitment?
Does it set the pace and determine the course of events rather than reacting to them?

So what if I don’t?
A prolonged reactive posture breeds unrest lowers morale, and surrenders the advantage of timing and intangibles to opponents
Ultimately, such a posture increases costs, decreases the number of options available, and lowers the probability of achieving sufficient success to ensure independence and continuity

Benefits
Committed employees feel empowered to move the organization forward

Concentration and focus

Questions
Does the strategy concentrate resources at the place and time likely to be decisive?
Has the strategy defined precisely what will give the enterprise its best sustained competitive advantage?

So what if I don’t?
Multiple resources being squandered - perhaps even competing against each other - in different areas.

Benefits
Concentrating on a distinctive competency yields greater success with fewer resources and is the essential basis for higher gains (or profits) than competitors

Flexibility and adaptability

Questions
Has the strategy purposely built in resource buffers and dimensions for flexibility and maneuver?

So what if I don’t?
The enterprise is vulnerable to competitive attack
The enterprise may be spending too many resources on defending their own position

Benefits
Reserved capabilities, planned maneuverability, and repositioning allow one to use minimum resources while keeping opponents at a relative disadvantage. As corollaries of concentration and concession, they permit strategists to reuse the same forces to overwhelm selected positions at different times.

Coordinated and committed leadership

Questions
Does the strategy provide responsible committed leadership for each of its major goals?

So what if I don’t?
The enterprise may have unaligned leadership working at cross purposes
The enterprise may have leadership that has “quit and stayed.”

Benefits
Leaders must be chosen and motivated that their own interests and values match the needs of their roles. Successful strategies require commitment, not just acceptance.

Surprise and competitive advantage

Questions
Has the strategy made use of speed, secrecy, and intelligence to attack exposed or unprepared competitors at unexpected times?

So what if I don’t?
The enterprise is probably spending too much energy gaining market share

Benefits
With surprise and correct timing, success can be achieved out of proportion to the energy exerted and can decisively change strategic position.

Security and building barriers

Questions
Does the strategy secure resource bases and all vital operating points for the enterprise?
Does it develop an effective intelligence system sufficient to prevent surprises by opponents?
Does it develop full logistics to support each of its major thrusts?
Does it use coalitions effectively to extend the resource base and zones of friendly acceptance for the enterprise?

So what if I don’t?
The enterprise is vulnerable to competitive attack:
- Through the customer base
- Through the supply chain

Benefits
The enterprise is able to make competitive moves with confidence

Will the future be . . .