Do the test

What about your vision ?

How good is your organisation at defining its vision and implementing its strategic mission?

We have no clear written vision or strategy.

We have a vision and a strategy, but it is locked inside the heads of a few of our top people.

Managers and experts are involved in our strategy/mission process. We document what we agree and take action afterwards. Even so, a part of the organisation still feels no connection with the strategy.

We regularly invite external partners to challenge our strategic vision. Afterwards, we discuss internally how we can fine tune this vision to take better account of the future.

Our vision and strategy are known and supported throughout our entire organisation, so that it has become a part of our culture.

What about your speed ?

How quickly can your organisation change direction? Give yourself a score, but have the courage to be brutally honest, if you want to get a true idea of your future fitness.

We seldom take new decisions and, if we do, we take them slowly.

Management are quick to pick up on new ideas, but our internal organisation cannot follow at the same pace.

We innovate continuously, but the market is often not ready for our ideas.

Our decision-making is based on an iterative process that guarantees us speed. We dare to leave the well-trodden paths and test out new ones. We frequently boost and stop projects, as appropriate.

We have developed a structure to optimise the speed of our decision-making and the necessary follow-up. We stress-test ourselves regularly.

What about your agility ?

In which state of agility does your company currently find itself? Once again, give yourself a score.

We do not look towards the future. Everyone is too busy with today.

We measure the things that are subject to change in our company. Where necessary, we adjust the budget accordingly (target budget versus year-to-date) and we try to anticipate what will happen in the following quarter.

We have an active approach to strategy, which is regularly discussed in internal groups and coordinated with senior management. The aim is to give the best possible guidance to our divisions, with due attention to future growth possibilities.

We are engaged in a process of constant strategic evolution. We also connect outside-in with experts and soundboard groups, whilst at the same time our internal specialists scan and document our sector, with an emphasis on the most important technological developments.

We have a foresight team with both internal and external participants. We look at the future in a structured manner and map our observations and options. We have systems for detecting early signals of change and for knowledge exchange.

What about your experience ?

How much experience is there in your company? How much young talent is there in your company? And how resistant to change are the?

Resistance to change is very high in your company. New hires - or people with different/innovative viewpoints - represent a very small portion of your company.

Resistance to change is high in your company. New hires - or people with different/innovative viewpoints - represent a small portion of your company.

Resistance to change is moderate in your company. New hires - or people with different/innovative viewpoints - represent a moderate portion of your company.

Resistance to change is low in your company. New hires - or people with different/innovative viewpoints - represent a large of your company.

Resistance to change is very low in your company. New hires - or people with different/innovative viewpoints - represent a very large portion of your company.

Get my result

?

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HOW FUTURE FIT

ARE YOU ?

What about your vision ?

What about your speed ?

What about your agility ?

What about your experience ?

?

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