BCG Strategy Palette Survey

We have developed an interactive survey to help you understand your company's current approach to strategy formulation. The survey provides a great opportunity to test your strategic practices against our framework and to gain useful insights into the suitability of your strategic practices.

Survey responses will be used to further BCG's research on the Strategy Palette. If any results are published in future articles or reports, they will be reported only in aggregated form. No survey responses will be attributed to individual respondents or their organizations. E-mail addresses will be used by BCG only in connection with the Strategy Palette topic and will not be distributed to third parties. If you would like to respond to the survey anonymously, please leave a blank both to the Company name and E-mail address fields.

If you believe that the Strategy Palette topic is relevant to your business and would like to take our more detailed survey or discuss the topic further, please contact us at BHI@bcg.com.

Deciding on the best approach to strategy for a particular business or part of a business begins with understanding the business environment along three dimensions:

  • Unpredictability: the extent to which the future of the environment can be forecast, which depends on the degree of complexity and dynamic change
  • Malleability: the extent to which the environment can be changed or shaped by the individual or collective actions of companies
  • Harshness: the extent to which an environment's lack of resources — a result of economic or competitive conditions — constrains viability and growth

Companies must reinvent themselves and their strategies at a rate that matches the pace of the external changes that they face. Approaches to strategy can be structured along the following three dimensions:

  • Emphasis on Forecasting: the extent to which the company tries to forecast the future of its environment
  • Emphasis on Shaping: the extent to which the company tries to shape its own environment to its advantage
  • Emphasis on Renewal: the extent to which the company is defending its existing business

These dimensions define five approaches to strategy:

  • Classical
  • Adaptive
  • Visionary
  • Shaping
  • Renewal

Take a brief survey to determine your approach to strategy.

Start Survey

SURVEY
What is Your Strategic DNA?

For each statement below, please select the option which best represents your view.

Forecasting Practices

In our strategic planning, we emphasize:

Strongly
Disagree
Somewhat
Disagree
Neither Agree
nor Disagree
Somewhat
Agree
Strongly
Agree

A short-term time horizon of less than 1 year

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

A long-term time horizon of more than 3 years

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Analyzing existing resources and capabilities first then setting strategic goals

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Within our long-term planning, we emphasize:

Strongly
Disagree
Somewhat
Disagree
Neither Agree
nor Disagree
Somewhat
Agree
Strongly
Agree

Forecasting market size and customer preferences

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Gathering expectations from customers or other third parties

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Explicitly tracking the policies and tactics of competitors

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Creating detailed forecasts of our business performance

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Treating our strategic plans as fixed when they are executed and do not change them immediately when strategic conditions change

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Shaping Practices

Strongly
Disagree
Somewhat
Disagree
Neither Agree
nor Disagree
Somewhat
Agree
Strongly
Agree

We focus on controlling our company's internal factors because we cannot control external factors

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

We initiate new projects in response to rigorous analysis of the business environment; we do not attempt to shape the business environment

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

We try to actively shape the environment by:

Strongly
Disagree
Somewhat
Disagree
Neither Agree
nor Disagree
Somewhat
Agree
Strongly
Agree

Lobbying for changes in regulation

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Developing new supply chain models

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Limiting the impact of competitive responses

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Influencing and changing consumers' tastes and demand

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Survival Practices

The most decisive criterion for selecting a business option is:

Strongly
Disagree
Somewhat
Disagree
Neither Agree
nor Disagree
Somewhat
Agree
Strongly
Agree

The possible financial downside of not embracing the option

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

The possible financial upside of embracing the option

Strongly
Disagree
Neither Agree
nor Disagree
Strongly
Agree

Your Firm’s Primary Approach to Strategy

Based on your responses to the BCG Strategy Palette Survey, we see some gaps between your intended and your actual strategic practices.

Your intended strategic practices

Your actual strategic practices

Adaptation Orientations

Scope of planning
Future Present
Plan formulation
Ends Means
Reliance on prediction
High Low
Rigidity of plans
Fixed Flexible

Shaping Orientations

Role of environment
Exogenous Endogenous
Project initiation
Reactive Proactive
Focus of influence
Internal External

Your intended strategic practices

Your actual strategic practices

Retake Survey