Each question targets one lens where the Think–Say–Do gap most commonly forms in scaling companies. Answer based on what is actually happening, not what is intended, or what gets reported up.
6 questions10 minutes6 lenses
01Strategic Clarity
If you asked your top 10 leaders to write down the company's three current priorities, how many versions would you get?
Not the official strategy document. What they would actually write from memory, unprompted, on a Tuesday afternoon.
02Decision Rights & Role Clarity
Think of the last significant decision that stalled. Was it clear who owned the decision, who had input, and who was accountable for acting on it?
Not what the org chart says. What the people involved actually understood their roles to be when the decision had to move.
03Leadership Alignment
When two strategic priorities compete for the same people, money, or leadership attention, what does your senior team do?
Alignment is visible in trade-offs. A team can agree with every priority individually and still be misaligned when choices collide.
04Culture & Communication
When leadership says something is a priority, what signal tells employees whether to believe it?
People watch what gets funded, recognised, challenged, tolerated, and promoted more closely than they watch the slide deck.
05People Systems
If your strategy changed materially this year, which people system changed with it?
Think hiring profiles, goals, performance measures, incentives, succession, capability building, or where your strongest people are deployed.
06Operating Model
When did you last change a budget line, headcount allocation, governance forum, or standing meeting to reflect a strategic priority?
Strategy that does not alter resources, decision forums, or operating rhythm remains an aspiration rather than an operating choice.
Answer all 6 questions to continue
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