Short Cycle Strategy Practice Quiz (10 questions)

All questions and answers

1. What is the central aim of strategy execution?

To minimize the gap between the aspired strategy and the realized strategy
To assess whether the organization’s current strategy is profitable
To replace the aspired strategy with the organization’s current strategy
To transfer responsibility for strategy from managers to employees

To minimize the gap between the aspired strategy and the realized strategy

Explanation

Strategy execution aims to reduce the difference between what the organization seeks to achieve and what it actually accomplishes. Assessing profitability may be useful, but it does not capture this central aim.

2. An organization is pursuing a desired future direction while also operating according to its current approach. Which description correctly distinguishes these strategies?

The actual strategy is set by employees, while the aspired strategy is set by customers
The actual strategy is the intended direction, while the aspired strategy is the current approach
The actual strategy is the current approach, while the aspired strategy is the intended direction
The actual strategy is the plan for execution, while the aspired strategy is the resulting performance

The actual strategy is the current approach, while the aspired strategy is the intended direction

Explanation

The actual strategy describes the organization’s current state, whereas the aspired strategy describes the state it seeks to reach. Reversing these meanings confuses what currently exists with what is intended.

3. What can happen in a traditional approach when strategy generation precedes execution?

Execution begins as soon as employees propose a strategic change
Months or years may pass before the strategy is put into practice
Strategy generation and execution become a continuous iterative process
The strategy is developed by frontline teams during implementation

Months or years may pass before the strategy is put into practice

Explanation

Traditional strategy generation occurs before execution, and a delay of months or years may separate the two. An iterative process that reconnects generation and execution is a different approach.

4. How does Short Cycle Strategy change the relationship between strategy generation and execution?

It treats execution as a final step after a fixed strategy is completed
It shifts strategy generation from managers to external customers
It preserves a long separation between planning and implementation
It reconnects them as an iterative and more approachable process

It reconnects them as an iterative and more approachable process

Explanation

Short Cycle Strategy brings strategy generation and execution together in an iterative, more approachable process. Keeping a long separation between planning and implementation reflects the traditional sequence instead.

5. What makes strategy dynamic during its execution?

Internal or external changes and new learning can prompt strategic adjustments.
Strategy is revised according to a predetermined annual calendar.
A fixed long-term plan is preserved as originally approved.
Execution transfers strategic decisions from leaders to operating teams.

Internal or external changes and new learning can prompt strategic adjustments.

Explanation

Strategy is dynamic because circumstances can change during execution, and learning can reveal a need to adjust the strategy. A predetermined calendar may prompt a review, but the defining reason for dynamism is changing circumstances and new learning.

6. How many interrelated cycles make up Short Cycle Strategy?

Nine: one cycle for each step in the short-cycle process
Two: strategy generation and strategy execution, with no connecting cycle
Four: activation, generation, execution, and organizational review
Three: strategy generation, strategy execution, and an overall cycle connecting them

Three: strategy generation, strategy execution, and an overall cycle connecting them

Explanation

Short Cycle Strategy comprises generation and execution cycles, linked by an overall cycle that moves from generating strategy to executing it while allowing feedback. The nine steps describe activities within the generation and execution cycles, not nine separate cycles.

7. What is the function of the bridging step in Short Cycle Strategy?

It identifies gaps between current and aspired strategy and defines projects to close them.
It tests the strategy’s quality against relevant criteria.
It turns the execution plan into action while monitoring progress and relevance.
It describes the organization’s strategy through its ten core elements.

It identifies gaps between current and aspired strategy and defines projects to close them.

Explanation

Bridging translates differences between the current and aspired strategy into projects and tasks intended to close those gaps. Mapping describes the strategy’s core elements, whereas assessing evaluates its quality.

8. How does iteration within the strategy generation and execution cycles differ from iteration between those cycles?

Iteration is encouraged within execution, while strategy generation should wait until execution ends.
Iteration should be minimized within both cycles, while transitions between them should be frequent.
Iteration is encouraged between the cycles, while each cycle should proceed without internal revisions.
Iteration is encouraged within each cycle, while movement between cycles should be limited to what is necessary.

Iteration is encouraged within each cycle, while movement between cycles should be limited to what is necessary.

Explanation

Short Cycle Strategy favors iteration inside both generation and execution, while limiting iteration between them. Frequent transitions between cycles would conflict with the guidance to move between them as little as necessary.

9. If an organization’s realized strategy falls short of its aspired strategy, what is the consequence that strategy execution is intended to address?

The organization’s strategic objectives become independent of its current approach.
A gap remains between what the organization seeks to achieve and what it currently does.
The organization’s current strategy becomes its aspired strategy without further action.
The organization’s aspired strategy is replaced by its existing operations.

A gap remains between what the organization seeks to achieve and what it currently does.

Explanation

Strategy execution aims to reduce the difference between the aspired strategy and the realized strategy. Treating the current strategy as the aspired one would erase the distinction rather than address the gap.

10. A company wants to make its strategy easier to understand and act on across different audiences. How should it use the strategy formulation step?

Assess the strategy’s quality against relevant criteria
Develop a prioritized course of action for closing the strategy gap
Capture the strategy in words and pictures that the target audience can understand
Identify organizational deficiencies and define projects to address them

Capture the strategy in words and pictures that the target audience can understand

Explanation

Formulating strategy means expressing it in words and pictures that the intended audience can understand. Identifying deficiencies is part of organizing strategy, not formulation.

Study with flashcards

Lock in the answers with 10 flashcards on Short Cycle Strategy.

What does strategy execution aim to minimize?

The gap between the aspired and realized strategies.

When does traditional strategy generation occur relative to execution?

Before strategy execution, sometimes months or years earlier.

What does the actual strategy describe?

The strategy the organization currently has.

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