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· What unique or lowest-cost resources can you draw upon that others cannot? · What do people in your market see as your strengths? · What factors mean that you “get the sale”? · What is your organization’s unique selling proposition (USP)? · What aspects of your product or service could you improve? · What market segments or competitive areas should you avoid? · What are people in your market likely to see as weaknesses? · What factors can make you lose sales? · What good opportunities can you spot? · What interesting trends are you aware of? · What obstacles do you face? · What are your competitors doing? · Are quality standards or specifications for your job, products, or services changing? · Is changing technology threatening your position? · Do you have bad debt or cash-flow problems? · Could any of your weaknesses seriously threaten your business? 3. A summary of the internal environment, including the organization’s values and the key elements of the organization architecture that influence worker behavior. · Structure: This includes the ways the organization assigns formal roles and responsibilities, decision-making authority, expertise and skills, and work tasks.

Think of the organization chart and how its implied structure directs the decision making, resource allocation, and workflow of the organization. Is it consistent with the strategy? · Systems: This comprises the information flows that coordinate activities between groups and across the organization structure while helping direct worker behavior, including performance management, financial management, operating, forecasting and planning, and other regulating mechanisms. How do these systems help align workers and their actions with the strategy? · Culture: This consists of the unwritten rules and norms that govern worker behavior and help coordinate the activities across structural boundaries. Is the organization culture an enabler or impediment to the corporate strategy? What specific behaviors embedded in the culture support the strategy? What specific behaviors block the strategy? 4. A synthesis of the information evaluating the ability of the organization to implement the strategy using Kouzes and Posner’s Five Practices (for example, modeling the way) as a framework.

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