The Strategic Execution Framework Questionnaire

Appendix:

The Strategic Execution

Framework Questionnaire
Successful strategy execution depends on
orchestrating an organizations six overlapping and interdependent domains: ideation,
environment, vision, investment, execution,
and performance. The Strategic Execution
Framework Questionnaire helps you assess
your organizations current performance in
each domain.

The Strategic Execution

Framework Questionnaire

Directions
1. Read each statement.
2. Rate the statement according to the
guidelines below.
3. Add ratings for each section and enter in
the corresponding Sum box.
4. Divide this sum as instructed in the Divide
column and enter in the corresponding
Average box.
5. Going down the Sum column, add the Sums
together and enter in the Sum box on the
last line.
6. Divide the Grand Sum as instructed in the
Divide column and enter in the Domain
Score box.

Rating System
1

True in very few cases or to a very small extent

(in your experience)

True in some cases or to a moderate extent

(in your experience)

10

True in almost all cases or to a great extent

(in your experience)

10

Example:
Statement
My manager knows all the work I do and praises me for it
regularly.
My office is a pleasure to work in.

Rating

7
4

Sum

Average

11

2=

5.5

2=

4.5

+
My computer is lightning-fast and never breaks.
I have plenty of time to get my work done.

8
1

Domain
Score

=
Grand
Sum

20

4=

Domain 1

Rating

Sum

Average

The organization has a clear purpose for why it is in

business and the value it brings to the world.
The core purpose of the organization is used to
design business processes and to evaluate business
processes.

4=

The management and leadership of the organization exemplify the purpose of the organization.
Systems in the organization constantly provide
information on where we stand in supporting our
purpose.
+
We clearly understand what we will create in our
organization 5, 10, 20 or more years in the future.
We review our long-term goals several times per
year and adjust our plans to be in alignment with
the long-term view.

4=

The leaders of the business clearly demonstrate

their support and dedication to the long-term goals
of the organization.
Our long-term goals are integrated into the communication systems.
We know where we stand relative to reaching our
long-term goals.
+
We understand the basic reason for the organization to exist.
We know the inherent value the business has.
Our business processes are designed based on
delivering the inherent value of the business.

4=

Managers and leaders often talk to the organization

about the underlying idea of the company and why
it is important.
Our information system contains relevant data
about things that would affect the validity of our
originating idea.

Domain
Score

Grand
Sum

12 =

Domain 2

Rating

Sum

Average

Our organization sets clear goals for the near term

(one to five years) that are supported by our strategy and the way we measure performance.
We have an organized and defined process for setting goals.

4=

Management exhibits discipline and resolve in

achieving goals.
Our systems provide information on goals, including
who is accountable for meeting them.
+
Our measurements of the business are consistent
with the way people are measured and are clearly
connected to our strategy.
Measurements are created in a well-developed
process that makes who, what, how, how much, and
when easy to understand.

4=

Managers and leaders clearly articulate the measures of the business and how individual and business measurements relate.
We know how to measure the right things to predict
success and avoid pitfalls. We understand the key
performance factors for the organization.
+
Our strategy lays out a clear path for us to reach
from where we are to where we want to be, based
on our goals.
Strategy is developed for the organization through
a clear and defined process.

4=

Management is clear on the strategy, and when the

strategy changes we have a repeatable process for
making necessary adjustments to goals and metrics.
We have the systems, data, and ability to design
strategy based on solid information.

Domain
Score

Grand
Sum

12 =

Domain 3

Rating

Sum

Average

Our company culture as it is today is well suited

to carry out our strategy and works well with our
structure.
Our business practices are designed in such a way
that they support our culture and make our jobs
easier.

4=

Managers and leaders are active in shaping the

culture of the organization in effective ways.
The type of information that flows in the organization keeps our culture alive and strong.
+
The way we organize ourselves makes doing our
jobs and executing our strategy easier.
Our structure is created through a well-defined
business process that takes into account strategy
and culture.

4=

Managers and leaders of the organization design

the organization to best optimize business performance.
Our information systems break down organizational
barriers by openly sharing information across business boundaries.
+
The strategy of the organization is clear and well
understood by people throughout the organization.
Our strategy is created in a systematic way, and
changes to it are made clear to the organization.

4=

Managers and leaders in the organization support

and act in alignment with the strategy.
Our strategy is developed on a very strong factand information-based foundation.

Domain
Score

Grand
Sum

12 =

Domain 4

Rating

Sum

Average

We know what investments to make in support of

our strategy, and we focus on strategic fit in making
investments.
We have a disciplined process for evaluating proposed investments, and we follow the process.

4=

Management and leadership in the organization

support decisions made in the investment process.
We have information systems that pinpoint the investments to be made and their relative benefits.
+
Our portfolio process links projects to strategy via
weighted selection criteria and a scoring model,
and reconciles resources necessary at the project
and program levels.
We follow an established process for managing the
portfolio of projects and programs. Changes to the
priorities of the business are systemically reflected
in the portfolio and communicated to the organization.

4=

Managers and leaders support and follow the portfolio process decisions.
Our systems provide the information needed to
make informed decisions in the portfolio management process.

Domain
Score

Grand
Sum

8=

Domain 5

Rating

Sum

Average

Programs and projects are managed under a welldefined process that defines priorities and provides
resource allocation based on priorities.
We follow the output of a portfolio process and
make changes only in concert with overall organizational priorities.

4=

Managers and leaders support decisions made in

the portfolio process and provide resources committed during the process.
We have systems in place to base our portfolio on
credible program and project estimates for task
duration and effort.
+
Program management processes operate under the
priority set identified in the portfolio process and
deliver based on specific agreed-upon objectives
for time, cost, and deliverables.
Programs are managed by a well-established process that is designed to manage the interconnections between projects (white space).

4=

Managers and leaders in the organization understand the difference between programs and projects and establish managers for both.
Our information systems track program interfaces
for the interconnection between projects and facilitate real-time decision making.
+
Project management processes operate under the
priority set identified in the portfolio process and
deliver based on specific agreed-upon objectives
for time, cost, and deliverables.
Projects are managed by a well-established process
that is supported by sound fundamentals of project
management.

4=

Managers and leaders in the organization support

projects to provide resource commitments, clear
direction, and sponsorship when needed.
Our information systems track project progress and
provide the information project managers need to
make real-time decisions.

Domain
Score

Grand
Sum

12 =

Domain 6

Rating

Sum

Average

Programs are developed, executed, and delivered

to the organization in such a way that the transition
to operations is seamless.
The transition of program output and outcome to
operations is executed in a predictable, repeatable,
and orderly process.

4=

Management and leadership assure support for

smooth implementation of program outputs based
on stakeholder needs.
Systems are in place that provide benefit realization
data and information for programs.
+
Projects are developed, executed, and delivered to
the organization in such a way that the transition to
operations is seamless.
The transition of project output and outcome to
operations is executed in a predictable, repeatable,
and orderly process.

4=

Management and leadership assure support for

smooth implementation of project outputs based
on stakeholder needs.
Systems are in place that provide benefit realization
data and information for projects.
+
The operations segment of the organization plays
an integral role in the selection, oversight, and
implementation of project and program outputs.
Changes to operational processes due to project
and program outputs are part of a disciplined process of change management.

4=

Managers and leaders of the organization maintain

continuity throughout the early phases of project
implementation in operations.
Information is readily available for the measurement
of project and program implementation effectiveness (benefits realization).

Domain
Score

Grand
Sum

12 =

Congratulations! Youve taken the first step toward achieving clarity on the six domains
within your organization. To find out more about your results and the Strategic Execution Framework, contact IPSolutions at info@ipsassociates.com.

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