Driving success and delivering great economic returns are highly dependent upon the effectiveness of the strategy an organization has in place and how well you and other people are linked and aligned to that strategy.

This short assessment is designed to help you understand if your organization has a high strategic quotient or if there are areas that may need attention in order to increase strategic alignment.

Place a check mark in the appropriate column.

No Not Sure Yes
1. Do you understand what it means to be strategic?
2. Does your organization have a documented strategy?
3. Is the strategy crafted and designed with the intent to create superior results and value?
4. Is the strategy documented and communicated to all members of the organization?
5. Are decisions directly linked and aligned with the strategy?
6. Have specific success factors or strategic drivers been outlined which will help the organization achieve its desired results?
7. Does the current strategy give people a sense of direction and unleash motivation?
8. Does the organization have a process to align or link the strategy of individuals to the organizations future strategy?
9. Does your organization encourage you to think strategically in your own individual role?
10. Do you have the training and resources to assist you in your effort to think and act strategically on a regular basis?
11. Do you set aside time on a regular basis (daily, weekly, monthly) to think, plan, and execute strategy?
12. Do you have strategic measures of effectiveness and processes at both the individual and organizational level?
13. Do you have your own personal strategic plan for your own individual job function that supports the organizations overall strategy?
14. Are you aware of your competitors, substitutes, and what they are actively doing in the market place?
15. Are organizations strategic activities helping to create distinctive value by differentiating you from your competitors?
16. Does the organization understanding of the Strengths, Weaknesses, Opportunities, Threats (SWOT) that may impact, for good or bad, your strategic action and direction?


Multiply by




Interpreting Your Strategic Diagnosis:

When you have finished the assessment, total each column and multiply the total with the number at the bottom of the column. Finally, add all three columns together to find the grand total. Compare your score to the diagnosis table below.

Cool Warm Hot

17 – 29 Total Points

30 – 45 Total Points

45 – 60 Total Points

Poor!  The organization is lacking strategic direction and the culture does not have a sense of the importance of strategy.  The organization needs to begin by defining a vision and short term direction of the organizations future state and clearly communicate this to leaders and employees.  Once this has been established, begin defining specific success factors and strategic drives to help the organization achieve its desired state. Good!  The organization is developing a sustained level of strategic awareness.  Help people in the organization understand how they contribute to and support the organizations strategy.  Bring attention to and create awareness around tools, resources, and processes that will help translate efforts into action which supports the strategy.  Continue to develop the culture to be strategically minded. Excellent! This organization is has a well developed strategic culture.  While you may have defined strategic direction, consider defining strategic priorities with your team or department to take advantage of long term opportunities.  Don’t set to many strategic initiatives at one time and don’t become complacent.

Use this strategic assessment to identify and pinpoint development areas for the organization as a whole, its leaders, and contributors. This can serve as a starting point in working through and creating a more strategically-aligned culture.

CMOE assists organizations to think, support, and drive strategy at the individual, team, and organization level. To learn more about our services, please visit

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About the Author
Chris Stowell
Christopher Stowell is currently serving as CMOE’s Vice President of Sales and Marketing where he works with multi-national organization to develop their people. His special interests lie in coaching teamwork, strategy, e-learning, and assessment design, and delivery. Chris has a special talent in helping companies assess their organizational effectiveness and identifying key issues and opportunities in order to advance their performance and achieve long term results. Additionally, he has extensive experience in designing, coordinating, and facilitating customized adventure based experiential training events for high performance teams.

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