The 5 Strategic Questions

The Five Strategic Questions is a framework popularized by strategy experts Roger Martin and A.G. Lafley.

These questions cut through the noise, guiding leaders to make intentional choices about their organization’s future.

Let’s breakdown how these five questions can transform your strategic planning process and set your business on a path to lasting success.

1. What Is Your Winning Aspiration? (The North Star of Your Strategy)

Your winning aspiration is more than a mission statement—it’s the bold, inspiring vision that defines what “winning” truly means for your organization.

Think beyond profits: What legacy do you want to create?

How will you impact customers, stakeholders, or even the world?

Ask Yourself:

• What ultimate outcome are we striving for?
• What unique value do we want to deliver?
• What does success look like in 5, 10, or 20 years?

Example:
Instead of “Increase sales by 10%,” a solar energy company might aspire to “Become the UK’s leading provider of sustainable energy solutions, empowering communities and protecting the environment.”

2. Where Will You Compete? (Choosing Your Battles Wisely)

You can’t be everywhere at once.

This question forces you to define where you’ll focus your resources.

Consider markets, customer segments, product categories, and geographic regions that align with your aspiration.

Ask Yourself:

• Which markets offer the greatest potential?
• Which customers can we serve best?
• Where should we avoid competing?

Example:
The solar energy company might focus on residential and small business markets in Northern England, prioritizing regions with high energy costs and eco-conscious consumers.

3. How Will You Win? (Crafting Your Competitive Edge)

Here’s where strategy meets differentiation.

How will you outpace competitors and attract your target customers?

Identify your unique value proposition—whether it’s innovation, customer experience, or cost leadership.

Ask Yourself:

• What strengths set us apart?
• How can we deliver superior value?
• Will we compete on quality, speed, or customization?

Example:
The solar company might emphasize premium-quality panels with industry-leading warranties and a white-glove installation service, positioning itself as the trusted, high-end choice.

4. What Capabilities Must Be in Place? (Building the Right Tools for Success)

Your strategy is only as strong as your ability to execute it.

This question identifies the critical skills, technologies, and processes needed to deliver on your “how to win” promise.

Ask Yourself:

• What core competencies do we need to develop?
• Do we have the right talent, suppliers, or technology?
• Which processes require optimization?

Example:
To support its premium service, the company might invest in certified installation teams, a reliable supply chain for high-efficiency panels, and a 24/7 customer support team.

5. What Management Systems Will Keep You on Track? (Turning Strategy into Action)

Even the best strategies fail without systems to sustain them.

This final question addresses how you’ll align your organization’s structure, culture, and metrics with your strategic goals.

Ask Yourself:

• How will we track progress and measure success?
• What decision-making processes ensure agility?
• Does our culture reinforce our strategic priorities?

Example:
The solar company might implement KPIs tracking customer satisfaction and energy savings, hold quarterly strategy reviews, and foster a culture of innovation through employee training programs.

Putting It All Together
The five strategic questions are interdependent—each answer shapes the next.

A winning aspiration informs where to compete; your chosen markets dictate how to win; and your capabilities and management systems turn plans into reality.

Strategy isn’t a one-time exercise. Revisit these questions regularly, especially as markets shift or new opportunities arise.

By engaging your team in this framework, you’ll foster clarity, alignment, and resilience.