Strategic Alignment Review

Strategic Alignment Review format

Vision

Is our strategic vision still relevant and inspiring?

The vision sets the organization's purpose and the future it's aiming for. Ask whether the current statement is clear, still relevant and still motivating, and whether it matches where the market is going and what stakeholders care about.

Goals

Are our strategic goals well-defined and achievable?

Goals turn the vision into specific, measurable objectives that guide decisions and budgets. Ask whether each goal is clear, follows from the vision and has a realistic plan and metric behind it.

Current Priorities

Are our strategic priorities clearly defined and aligned?

Priorities are where the organization puts its focus and investment. Ask whether they're clear, whether they support each other, and whether the balance between short-term and long-term work is right.

Organizational Capabilities

Do we have the right capabilities to execute our strategy?

Capabilities are the skills, knowledge, processes and resources the organization uses to deliver its strategy. Ask where the gaps are against the current priorities, and whether to build, hire or buy what's missing.

Stakeholder Engagement

Are we engaging well with key stakeholders and keeping them on board?

A strategy only works if the people it depends on are on board. Ask how well the organization communicates with customers, employees, partners, investors and regulators, and where their needs aren't being met.

Risks and opportunities

Are we effectively identifying and mitigating risks and seizing opportunities?

Ask how the organization spots, weighs and responds to risks and opportunities, and where its blind spots are. Look for risks nobody owns and opportunities nobody is tracking.

When to use this retrospective

• During annual or twice-yearly planning, to review and reset the organization's priorities.
• When a market shift or a new competitor makes the current strategy look shaky.
• After a merger, acquisition or leadership change, to check the new organization is pulling in one direction.
• As part of a wider transformation program, to get agreement on direction at every level.
• Before launching a major initiative or entering a new market, to check you have what it takes to deliver.

Suggested icebreaker questions

• If our organization were an animal, what animal would it be and why?
• If you could add one word to our organization's vision statement, what would it be and why?

Want a warm-up your team plays, not just answers out loud? Browse free icebreakers →

Ideas and tips for your retrospective meeting

• Let people add notes anonymously before discussion, so junior voices aren't drowned out by senior ones.
• Bring data to the session, such as market research, customer feedback and performance metrics, so the discussion rests on evidence.
• Invite people from across functions who know where the capability gaps really are.
• Consider an outside facilitator if the leadership team is too close to the strategy to question it.
• End with clear actions and owners for each gap the review uncovers.
• Book follow-up sessions to track progress and catch new issues as the organization changes.

Frequently asked questions