Where should we take this business in the future?
How do we capitalize on new developments in technology?
How do we manage the impact of change on our business?
What moves are our competitors and how can we outsmart them?
How is our ecosystem evolving, and how do we shape that evolution?
How do we continue to grow globally and scale the capabilities we have developed?
(Hughes et al., 2014, p.40)

How do I approach my leadership interactions with others?

What is the STRAT?
The Strategic Team Review and Action Tool (STRAT) is a springboard for conversations about team dynamics and processes. The STRAT survey opens the door to authentic communication and sparks critical conversations among strategic leadership team (SLT) members. Cross-functional teams use this tool to drive long-term business success by discussing what they are doing well and what they could do better. Leadership teams commonly use the STRAT to:
• clarify strategic direction and priorities
• engage team members’ hearts and minds in their work
• identify group dynamics, and prioritize future actions
• identify your competitive advantage

How can STRAT be used?
STRAT is not a validated instrument. So, teams that score higher on STRAT are not necessarily better than teams that score lower. Rather than using it as a benchmarking tool, teams use STRAT as a launch pad for conversations about team dynamics and processes.

Who should participate in the STRAT?
STRAT is designed for a strategic leadership team (SLT). This team consists of individuals with varying authority relationships and can range from four to more than twenty members. SLTs consist of leaders and managers who significantly influence the strategic direction of a company, business unit, division, product line, or functional area (product development, engineering, marketing, etc.). The SLT may be composed of a combination of direct reports, peers you work with often, and people you rarely work with directly.

What are some examples of how the STRAT can be used within an organization?
• Develop Innovative Products: A team responsible for developing the next generation of products in a company where innovation is a strategic driver
• Drive Strategy: For top people tasked with ensuring their functional area supports the organizational strategy. Examples: distribution operations leadership teams, sales management teams, senior finance staff, etc.
• New Teams and Startups: For a new team to build consensus around its overall strategic direction and how it plans to work together in the future
• Process Improvement: For a team chartered to design a new process for the organization, such as a continuous improvement team
• Near-Term Impact, Long-Term Success: For a team whose work is critical to the long-term success of the organization, and has impact across various organizational units

What are the benefits of taking the STRAT?
Strategic leadership teams use the STRAT to:
• Make strategy a learning process
• Build a shared understanding of critical external and internal factors that influence strategy
• Consider the nature of persistent or anticipated challenges
• Discuss what is important for the team to take action on
• To generate conversation about strategic leadership team members are doing well and what they can do better
• To spark conversations about how team members are working together
• To build consensus around actions most important to the team’s success
What are the outcomes and deliverables of the STRAT?
• A debrief meeting to discuss STRAT results with the SLT
• A consulting report sharing recommendations and insights based on the survey and debrief meeting