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Elena VasquezExecutive Advisor
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Resources

The Execution Diagnostic

Twelve questions I ask in the first week of every engagement — scored, in your browser, in about four minutes. Then take the field guide to work through it with your executive team.

Self-assessment · 12 questions

How executable is your strategy?

Answer for the organisation as it is, not as the plan describes it. Nothing is sent anywhere unless you ask for the written report. “Not sure” scores as no — that is usually the finding.

IArithmetic

Has the strategy been priced in people, capital and time?

Have the two most important initiatives been costed in headcount and capital?Not in aggregate — named roles, and which quarter they are needed.
Is it written down what the organisation will stop funding to pay for them?
Could your CFO state the year-two financial consequence of missing the strategy?

IIIncentives

Do people get paid for the new strategy or the old one?

Has any executive’s incentive changed since the strategy was approved?The single best predictor of execution I have found.
Would a rational salesperson, optimising purely for their payout, advance the strategy?
Is at least one strategic outcome in the bonus plan of someone two levels below the executive team?

IIIAttention

Has executive time actually moved?

Has the share of executive meeting time on the strategy risen measurably this year?
Has the executive team stopped doing something visible to make room for it?Strategies fail more often from addition than resistance.
Does the board see a measure of changed behaviour, not only programme milestones?

IVDecisions

Do decisions close and stay closed?

Is there a written log of executive decisions, with a named owner and a date?
Has no significant decision returned to the agenda more than twice this year?
Would two members of your executive team describe last month’s key decision the same way?

The field guide · 22 pages

A working document, not a whitepaper

Designed to be worked through with your executive team in a single session — including how to run that session without it becoming defensive.

  • i.The twelve questions with scoring guidance
  • ii.What a weak answer usually indicates
  • iii.The incentive audit: a one-page check
  • iv.A decision log that survives reality
  • v.Running the session with your team
  • vi.Presenting the findings to the board

Demo form — nothing is sent or stored.

Templates

The tools from the engagements

The same documents clients use, stripped of anything confidential. Free, and yours to adapt.

Template

Decision log

One line per decision: what, who owns it, by when, and what would reopen it. The change that mattered most in three engagements.

Spreadsheet · 1 sheetGet it

Worksheet

Incentive audit

Your strategy and your compensation plan on one page, with a single question asked of every incentive.

PDF · 1 pageGet it

Cards

Five board questions

The questions from the essay, printed one per card, with notes on how to ask each without it landing as an accusation.

PDF · 5 cardsGet it

Enquiries

A low score is a finding, not a verdict

If the diagnostic surfaced something you would rather discuss than read about, the first conversation is thirty minutes and in confidence.

Request an introduction Take the diagnostic
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