Do you know the priorities?

Hi 👋 This is about how clearly the strategy of [company] reaches everyday work. 

Your answers stay anonymous.

1. How clear is where [company] is heading?

2. How true is each of these statements?

Select one answer in each row

  • Not true
  • Partly true
  • Very true

Strategy is clear

  • Not true
  • Partly true
  • Very true

Priorities are clear

  • Not true
  • Partly true
  • Very true

My work fits the priorities

  • Not true
  • Partly true
  • Very true

Teams pull the same way

  • Not true
  • Partly true
  • Very true

Strategy shows in daily work

  • Not true
  • Partly true
  • Very true

I believe in the direction

  • Not true
  • Partly true
  • Very true

3. Could you explain the priorities to a new colleague?

Select one answer

  • Yes, easily
  • Roughly
  • No

4. What gets in the way of following the strategy?

Select up to 2 answers

  • I do not know the details
  • Priorities change too often
  • No time next to daily work
  • My targets pull elsewhere
  • Not enough people or time
  • I do not agree with it
  • Nothing

5. Which team are you in?

Select one answer

  • Sales
  • Marketing
  • Customer Support
  • Operations
  • Product
  • Engineering or IT
  • HR
  • Finance
  • Administration

6. What do you think the main priority is?

500

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Strategy Alignment Feedback

Who it's for

Leadership teams a few months after presenting a strategy. Run it to find out what stuck.

Who answers

Everyone, anonymously, in two minutes. One open box where they write the priorities in their own words.

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What you'll see

  • How clear people find the direction, department by department
  • Whether they could explain the priorities to somebody outside the company
  • What gets in the way of following the strategy day to day
  • The priorities as people remember them, written in their own words

How to get good answers

  • The open box is the whole survey. Compare what people write with what you presented and you have your answer.
  • Run it three to six months after the presentation, not the week after. You want what stuck, not what was heard.
  • Do not list the priorities anywhere in the survey. The moment you show them, everyone recognises them and the test is gone.
  • Read it by team. Alignment is rarely evenly bad, and the teams furthest from the room are usually the ones furthest from the plan.

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