For participants of EPGM (2022)

Assess your need for peripheral vision

1 2 3 4 5 6 7
Nature of your strategy
Focus of your strategy Broad (global)
(narrow (protected niche)
Growth orientation Aggressive
(modest)
Number of businesses to many
integrate (few)
Focus on reinvention Major (50% of revenue
(minor) must come from new
products in three years)
Total (add numbers)

Complexity of your environment

Industry structure (few, Many competitors
easily identifiable from unexpected
competitors) sources
Channel structure (simple Long and complex
and direct)
Market structure (fixed Fuzzy boundaries and
boundaries and simple complex segmentation
segmentation)
Enabling technologies Many converging
(few and mature, simple (complex systems)
systems)
Regulations (federal, Many or changing
state, etc.) rapidly
Few or stable
 For participants of EPGM (2022)

Public visibility of Closely watched by

industry (largely ignored) media or special
interest groups
Dependence on High: sensitive to
government funded and politics and the
political access (low: funding climate
operates largely
independent of
government)
Dependence on global High: affected by
economy (low: affected global conditions
principally by domestic
conditions)
Total (add)

Volatility of your environment

Number of surprises by Three or more
high impact events in
past three years (none)
Accuracy of past Low: results differ
forecasts (high: small greatly from forecasts
deviations from actual
forecasts)
Market growth (slow and Rapid and unstable
stable)
Growth opportunities Have increased
(have decreased dramatically in past
dramatically in past three three years
years)
Speed and direction of Highly unpredictable
technological change
(very predictable)
 For participants of EPGM (2022)
Behaviour of key
competitors, suppliers,
and partners (very
predictable)
Posture of key rivals (live
and let live mentality)
Susceptibility to
macroeconomic forces
(low sensitivity to price
changes, currencies,
business cycles, traffics,
etc.)
Dependence on financial
markets (low)
Customer and channel
power (low)
Sensitivity to social
change (fashion and
values)
(Low: few surprises
expected mostly things
we can handle)
Potential for major
disruptions in the next
five years (low: few
surprises expected mostly
things we can handle)
Total (add numbers)
Your leadership orientation
Highly unpredictable
Hostile (aggressive)
High sensitivity to
price changes,
currencies, business
cycles, tariffs, etc.
High
High
High: several
significant business
shocks are expected,
without knowing
which in particular
High: several
significant business
shocks are expected,
without knowing
which in particular
 For participants of EPGM (2022)

Importance of the High priority

periphery in the business
leader’s agenda (low
priority)
Time horizon overall Emphasis is on long
(emphasis on short term, term (more than five
wo years or less) years)
Organization’s attitude Active and curious:
toward the periphery systematic monitoring
(limited and myopic, few of periphery
people care)
Willingness to test and Very willing to test
challenge basic critical premises or
assumptions (mostly widely held views)
defensive)
Total (add numbers)

Your knowledge management systems (especially competitive intelligence and customer databases)
Quality of data events Excellent: broad
and trends at the coverage and timely
periphery (poor: limited
coverage and often out of
date)
Access to data across Relatively easy: wide
organizational boundaries awareness of what is
(difficult: limited available
awareness of what is
available)
Use of database for Extensive
existing business
(limited)
 For participants of EPGM (2022)

Technologies for posing State of the art inquiry

queries to databases (old systems
and difficult to use)
Total (add total)

Your strategy making

Experience with Extensive
certainty-reducing
strategies (e.g., real
options) (limited)
Use of scenario thinking Frequent
to guide strategy process
(never)
Number of alliance Many
partners (few)
Flexibility of strategy Flexible, issues
process (rigid, calendar oriented
driven)
Resources driven to Extensive
scanning the periphery
(negligible)
Total (sum numbers)

Your organizational configuration (structure and incentives)

Accountability for Responsibility is
sensing and acting on clearly assigned to
weak signals (no one is project team or
responsible) dedicated group
Early warning systems Extensive and effective
and procedures (none)
 For participants of EPGM (2022)

Incentives to encourage Recognition from

and reward wider vision senior management
(none) and direct rewards

Your culture (values, beliefs, and behaviours)

Readiness to listen to Open: listening
reports from scouts on encouraged
the periphery (closed:
listening discouraged)
Willingness of customer- Excellent
contact people to forward
market information
(poor)
Sharing of information Excellent: ongoing
about the periphery information sharing at
across functions (poor: multiple levels
information ignored or
hoarded)