Strategy Effectiveness Assessment
Does your credit union have a strategy, or just a plan?
Most credit unions have a strategic plan. Far fewer have a strategy. This 15-question assessment helps your leadership team tell the difference.
For credit union CEOs, executives, and directors. 15 questions. About 10 minutes. No sign-up required.
Who should complete it? Anyone. The assessment is a high-level snapshot of your organization’s strategy effectiveness, so CEOs, senior executives, and board members are the most likely candidates.
So grab a beverage and take 10 minutes. Your results appear as soon as you finish, and you can send them to me for a personal read.
You will rate each statement from 1 to 5
Needs help. Does not exist, or lives only in someone’s head.
Early stage. Discussed informally. Nothing written, tested, or shared.
Developing. Documented, but incomplete or not used in decisions.
Solid. Clear, written, used regularly by leadership and the board.
Textbook work. Rigorous, widely understood, revisited as conditions change.
Remember to answer each of the 15 questions based on how things actually work today, not how your strategy document reads.
Strategy Effectiveness Assessment
Tip: press 1 to 5 on your keyboard to answer.
Strategy Effectiveness Assessment
Your credit union
Your result
0 of 75
- 15 to 29Needs help
- 30 to 44Early stage
- 45 to 59Solid
- 60 to 75Textbook
Why you received this score
Where your strategy is strongest and weakest
Recommended next steps
What to do with this result
Sends your scores to george@hofheimer.org. George reads every one and replies personally.
Review your answers
About the frameworks
Richard Rumelt (opens in a new tab) argues that good strategy has a kernel of three parts: a diagnosis that names the critical challenge, a guiding policy that sets the approach and its boundaries, and coherent actions that reinforce one another. Jay Barney’s (opens in a new tab) resource-based view holds that sustainable advantage comes from resources that are valuable, rare, hard to imitate, and supported by the organization (VRIO). Michael Porter (opens in a new tab) emphasizes rigorous analysis of industry forces and a deliberate choice of competitive position. Combined, they describe a strategy that is grounded in honest analysis, focused on explicit choices, built on genuine strengths, executed through coordinated action, and continuously renewed.