I conducted a strategy review a while back.
No waffle here. A view from each division manager on progress and challenges, a break for coffee, then next,
This is what we mulled over:
The circumstances of your division: market, staff, suppliers
A snapshot of the full picture (usually in Porters 5 terms)
Who are the players--in specific detail of influential people and their effect or how they are effected?
What is the objective of current action?
-- opportunities to leverage?
-- constraints you face?
-- resources available/committed?
-- what is competing for them?
-- who is affected by these competition factors?
-- will oppose?
-- effects on our mission: now? Later?
-- relations to corporate objectives?
Over all this is people understanding the strategy: and strategy is action, not ambition!
What are we seeking to achieve?
What is the purpose of this (the "Why")?
What are our plans and their success indicators?
What is each person's role and are they (1) equipped for it and (2) gaining capability by it?
And how is this measured in terms of success indication?
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