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15 Questions for Strategic Profile creation

Written by Voss Graham on . Posted in Organizational Development, Strategy

Got a question about how to establish a Strategic Profile for your organization. While the exact process takes some time and practice, I thought I could share the key 15 questions executives need to ask regarding their organization. The answers to these questions will begin the process of creating a strategic profile for your organization. So here are the 15 Question for looking at your current Strategic Profile…

The Fifteen Questions for Strategic Profile Creation

  1. What is giving the organization its current momentum?
  2. What is the history leading to its current scope of products?
  3. What were the reason and history leading to the current scope of geographic markets?
  4. What is the history leading to its current scope of users and/or customers?
  5. What should be the catalyst to propel the organization into the future?
  6. What business concept is the organization currently pursuing?
  7. What current products should receive more emphasis and focus in the future? Less emphasis?
  8. What current geographic markets should receive more emphasis in the future? Less emphasis?
  9. What current users or customers should receive more emphasis in the future? Less emphasis?
  10. What new products should receive more focus in the future? Less focus?
  11. What new geographical markets should receive more focus and development in the future? Less focus?
  12. What new customer or user groups should be developed and focused upon in the future? Who to eliminate or Less focus?
  13. What parts of the business should receive more resources and assets? Which should get less resources?
  14. Does the present organizational structure support this new direction? If not, how should it be changed?
  15. What are the critical issues that must be dealt with or carefully managed to make the future strategic profile a definite reality?
There you have the big 15 for creating a Strategic Profile for your organization. These questions must be dealt with in an open and objective dialogue forum of the executive team. My experience has shown that not every executive truly understands the output from the big 15 and the forum is the first opportunity to gain wisdom about the true path of the organization – where it came from, what important decisions were made in the past, what product or customer based was the focus in the early days and what lead to the creation of the current organization. These discussions and dialogues complete the picture of what is the current situation and what doe we have to do to create the future. Take as much time as needed and get everyone involved. If anyone feels above this discussion, then the top executive has to apply some pressure to get this person or persons involved in this important dialogue. Then the future can be created using the correct information and new focus.
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Voss Graham

CEO / Sr Business Advisor at InnerActive Consulting Group Inc
Voss Graham is an Organizational Architect with 30+ years of experience designing sustainable business growth for organizations of all sizes. Creating the Strategic Focus with the Executive Leadership Teams, he uses Systems & Process to ensure the Drivers for Business Growth are Executed at the Highest Levels. Voss is available as a Speaker for your conferences or company meetings - contact him at 901-757-4434 or use the LinkedIn or Facebook direct messages.

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Voss Graham

Voss Graham is an Organizational Architect with 30+ years of experience designing sustainable business growth for organizations of all sizes. Creating the Strategic Focus with the Executive Leadership Teams, he uses Systems & Process to ensure the Drivers for Business Growth are Executed at the Highest Levels. Voss is available as a Speaker for your conferences or company meetings - contact him at 901-757-4434 or use the LinkedIn or Facebook direct messages.