ABSTRACT
Before one can identify the adjustments that need to be made to an organization’s strategy, one must first determine if a strategy truly exists and, if so, be able to identify the strategy that is in place. Even though many organizations have a document in place labeled “strategy,” there is no guarantee that the strategy this document represents has actually been implemented, and even less of a guarantee that the strategy documented is actually operational. The same can be said about an organization’s vision, values, or mission statements. If a particular strategy is said to exist, and it is supported with a written plan, but one sees something else actually operationalized, one should believe only what is seen.
