Corporate strategy

Ensure that the strategy has a high degree of familiarity among our people and actively guides our work in both the short and long term.

Ensure progress towards our high-level, strategic objectives.

Ensure that the strategy has the intended effect.

Ensure that the strategy is specific to us and our situation.

Non-specific strategies include:

• Wanting to be best in class and deliver great products
• A strategy that a competitor could copy and paste as their own
• Vague, non-actionable ambitions of where we would like to be and how we would like to be perceived

Ensure that the strategy remains relevant.

Based on what we know about our current situation and market, and does the strategy still remain relevant?

Ensure that our strategy is tangible and actionable.

• To which extent is our organizational strategy broken down and reflected in the purposes and strategies of individual teams?

Ensure that we hold the skills required to execute on our strategy effectively and efficiently.

Ensure that we hold the insight required to execute on our strategy effectively and efficiently.

Ensure that people have a sufficiently high degree of familiarity and automation with the role expectations required to execute on our strategy effectively and efficiently.