PPAI STRATEGIC FORESIGHT READINESS PROFILE
Strategic foresight and operational excellence are mutually reinforcing activities. Your organization must perform well in both to successfully influence or respond to evolving markets. Respond to the following "health check" questions to assess your readiness to execute.
For each of the questions below, choose the response that best characterizes how you feel about the statement, where
1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, and 5 = Strongly Agree.
CAPACITY FOR OPERATIONAL EXCELLENCE
DISAGREE
AGREE
has been profitable for the last three years
can identify a range of potential customers
has grown in recent years as measured by sales, employee count, and/or customers served.
has access to the resources we need to scale our growth
understands how it generates profits (its business model) including which offerings generate the best income
observes trends among competitors’ business models
CAPACITY FOR STRATEGIC FORESIGHT
DISAGREE
AGREE
can describe our target market in specific terms regarding customer segments, traits, goals, and needs
is able to identify our closest three competitors by name and source of competitive advantage
can describe our position relative to market leadership in our industry - number 1, number 2, etc
has developed several viable business strategies for evaluation
can detect trends reshaping our industry, including faint signals of emerging trends
has insight into the business environment affecting our customers, including sociocultural, technological, ecological, political, and legal factors
is cognizant of global trends and factors affecting our customers and/or supply chain