Strategic Analysis and Positioning
How effectively you analyse context, capabilities, customers, competition and business models before committing organisational attention and resources.
INDENTRA Strategic Management Academy
Strategic Management Skills Assessment
Assess your strategic-management capability across seven connected competency domains, identify strengths and development priorities, and translate the results into a focused learning pathway.
A structured capability diagnostic
Understand how your strategic-management capability is distributed across analysis, choice, execution, value, governance and transformation.
The assessment uses 35 applied self-rating statements across the Strategic Management Academy capability system—from analysis, competitive positioning and foresight to execution, finance, governance, innovation, intelligence, digital strategy and partnerships.
- 35 statements grouped into seven practical strategic-management competency domains.
- Five-point behaviour-based self-rating scale focused on applied capability.
- Overall profile, category scores and a visual radar chart.
- Text interpretation identifying strengths, priority gaps and relevant Strategic Management Academy pathways.
Seven competency domains
Assess the connected capabilities required to analyse context, make strategic choices and translate direction into measurable value.
The profile follows the approved Strategic Management Academy capability system, combining strategic analysis, foresight, systems thinking, execution, finance, portfolios, risk, innovation, intelligence, digital and AI strategy, and ecosystem management.
Foresight and Systems Thinking
Your ability to explore uncertainty, recognise interdependencies, test assumptions and improve strategic choices in complex environments.
Strategy Execution and Performance
How effectively you translate strategic intent into coordinated priorities, operating choices, accountability, measures and sustained execution.
Finance and Portfolio Value
Your capability to evaluate investments, allocate scarce resources and manage portfolios according to strategic value, risk and organisational capacity.
Risk, Resilience and Governance
How effectively you integrate risk, resilience, governance and decision discipline into strategy formulation and execution.
Innovation and Strategic Intelligence
Your ability to build innovation discipline, use organisational knowledge and convert evidence into better strategic learning and choices.
Digital, AI and Ecosystems
How effectively you use digital technology, AI and external partnerships to create strategic value with disciplined governance and accountability.
Your assessment
Strategic Analysis, Competitive Positioning and Business Models
Rate what you can currently do in practice—not what you know in theory or expect to learn.
Competency 1 of 7
Strategic Analysis, Competitive Positioning and Business Models
How effectively you analyse context, capabilities, customers, competition and business models before committing organisational attention and resources.
1. I can distinguish strategic issues from operational symptoms and define the decision or choice that strategic analysis must support.
2. I can analyse external forces, customers, competitors, industry structure and market dynamics using relevant evidence rather than isolated observations.
3. I can assess internal capabilities, resources, operating constraints and sources of advantage with enough objectivity to identify material strengths and weaknesses.
4. I can evaluate how an organisation creates, delivers and captures value through its business model and identify where that model may be vulnerable or need to change.
5. I can translate analysis into a small number of credible strategic choices and explain the trade-offs, assumptions and consequences associated with each.
Please answer all five statements in this competency before continuing.
Competency 2 of 7
Strategic Foresight, Scenario Planning and Systems Thinking
Your ability to explore uncertainty, recognise interdependencies, test assumptions and improve strategic choices in complex environments.
6. I can identify material uncertainties, emerging signals and external developments that could alter strategic assumptions or priorities.
7. I can use scenarios to explore multiple plausible futures rather than treating a single forecast as the strategy.
8. I can test whether a strategic option remains credible under different assumptions, shocks, constraints or stakeholder responses.
9. I can recognise feedback loops, dependencies, delays and unintended consequences across organisational and external systems.
10. I can use foresight and systems thinking to improve present decisions, contingency choices and strategic flexibility rather than only producing descriptive analysis.
Please answer all five statements in this competency before continuing.
Competency 3 of 7
Strategy Execution, Operating Models and Performance Management
How effectively you translate strategic intent into coordinated priorities, operating choices, accountability, measures and sustained execution.
11. I can translate strategy into clear priorities, outcomes and choices that guide what the organisation will and will not do.
12. I can align operating-model elements such as structure, processes, capabilities, governance and decision rights with strategic intent.
13. I can define meaningful performance measures that show progress towards strategic outcomes rather than only reporting activity or lagging financial results.
14. I can identify conflicting priorities, resource misalignment, unclear accountability or governance gaps that are weakening strategy execution.
15. I can use performance evidence, review rhythms and corrective action to adapt execution while preserving strategic coherence.
Please answer all five statements in this competency before continuing.
Competency 4 of 7
Strategic Finance, Investment Decisions and Portfolio Value
Your capability to evaluate investments, allocate scarce resources and manage portfolios according to strategic value, risk and organisational capacity.
16. I can interpret the financial implications of strategic choices using relevant revenue, cost, cash-flow, return and value drivers.
17. I can use financial models and scenario analysis to compare investments while making assumptions, uncertainty and sensitivity visible.
18. I can assess strategic initiatives using value, risk, feasibility, timing, dependencies and organisational capacity rather than financial return alone.
19. I can prioritise and rebalance a portfolio so resources remain concentrated on the initiatives that best support strategy and value.
20. I can distinguish delivery completion from value realisation and use evidence to decide whether an investment should continue, change, accelerate, pause or stop.
Please answer all five statements in this competency before continuing.
Competency 5 of 7
Enterprise Risk, Resilience and Strategic Governance
How effectively you integrate risk, resilience, governance and decision discipline into strategy formulation and execution.
21. I can identify strategic risks and opportunities that could materially affect objectives, business models, capabilities or stakeholder outcomes.
22. I can assess risk using exposure, uncertainty, interdependency and organisational appetite rather than relying only on isolated risk registers.
23. I can evaluate organisational resilience by considering critical capabilities, dependencies, recovery options and the ability to adapt under disruption.
24. I can design or work within governance that provides clear decision rights, challenge, accountability and escalation without creating unnecessary delay.
25. I can use risk and governance evidence to improve strategic decisions while avoiding both excessive caution and unmanaged exposure.
Please answer all five statements in this competency before continuing.
Competency 6 of 7
Innovation, Business Intelligence and Evidence-Based Strategy
Your ability to build innovation discipline, use organisational knowledge and convert evidence into better strategic learning and choices.
26. I can connect innovation priorities with strategic objectives, customer or stakeholder needs and explicit value hypotheses.
27. I can manage a portfolio of innovation opportunities using evidence, learning, risk, strategic fit and resource constraints rather than enthusiasm alone.
28. I can distinguish useful strategic intelligence from data volume and focus attention on evidence that can change a decision or assumption.
29. I can use business intelligence, organisational knowledge and lessons learned to improve strategic analysis and reduce repeated mistakes or duplicated effort.
30. I can create review points where evidence from experiments, markets, operations and stakeholders is used to refine or discontinue strategic initiatives.
Please answer all five statements in this competency before continuing.
Competency 7 of 7
Digital and AI Strategy, Partnerships and Ecosystem Management
How effectively you use digital technology, AI and external partnerships to create strategic value with disciplined governance and accountability.
31. I can evaluate digital and AI opportunities in terms of strategic value, operating-model impact, data readiness, risk and organisational capability.
32. I can distinguish technology adoption from business transformation and define the process, capability and behavioural changes required for value.
33. I can define where human judgement, validation, governance, accountability and ethical boundaries are required in AI-enabled strategic decisions.
34. I can evaluate when partnerships, suppliers, alliances or ecosystems provide capabilities or access that should not be built internally.
35. I can govern strategic partnerships using clear objectives, value expectations, decision rights, risk allocation, performance evidence and relationship discipline.
Please answer all five statements in this competency before continuing.
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Overall self-assessed profile
Your strategic-management profile
Assessment result
Capability profile
See how your capability is distributed across the seven domains.
The radar chart makes balance visible. A strong overall result with one or two lower domains may indicate a focused development need rather than a general strategic-management capability gap.
Development priorities