Counterfeit strategies: Diagnostic questions

After watching the previous video, you should have a clear idea of what your organisation truly needs when it comes to strategy. In this section you will have the opportunity to evaluate whether or not you have a counterfeit strategy, by answering a few diagnostic questions.

Counterfeit Strategy	Some Questions You Might Consider
Tactics Trap	Do we have any meaningful objectives and initiatives that will take more than one year to complete? In developing future plans, do we ever “start with a clean sheet of paper”, or do our new plans mostly work as variations or tweaks to existing plans? Are our objectives forcing us to innovate? Are there any areas where we don’t yet know what our approach will be, but we’re committed to finding a new path forward?
“Next New Thing” Obsession	Do we have strategic projects or priorities that are languishing for lack of sustained leadership or investment? Do we have a clear approach for establishing strategic priorities? When something new gets added to our strategic priorities list, do we have the discipline to take anything off that list?
Analysis Paralysis	How long does it take our organisation to create a strategic plan? Is it more than 2 or 3 months? Are we able to make rapid adjustments to our plans when necessary, e.g., due to economic, political, or technological disruptions? Do we have simple contingency plans in place to address to deal with unknown risks?
Wishful Thinking	Do we have concrete, measurable objectives that support our plans? Do we have clear action priorities for our plans, especially for immediate initiatives that help us to get started or keep us on track? Do we have a clear idea about what will be necessary to achieve our goals? (That could include even specific areas of prayer and faith.)
Failing to Find the “Crux”	Is our leadership team having candid and clear discussions around the real heart of our organisations challenges and opportunities? Can we articulate our organisation’s core focus, or “one big thing” over the next six months with clarity and unity? Does our organisation and its leadership have the courage to face up to its core challenges, versus deferring or avoiding addressing them?
Everything Everywhere All at Once	How long is our list of strategic priorities? Is it longer than 4 or 5? Do we have an integrated strategic plan? Or do individual functions, departments, geographies, etc. have their own plans with little coordination across them? Can we clearly articulate what our organisation will say “no” to pursuing further, or possibly delaying? Are we able to say “no” to good possible plans and strategies in favor of better ones?