During the two days you will be working on your own strategy for 2027, and this questionnaire is the starting point for that work. If you already have a 2027 plan, use it to answer the questions below and bring a copy with you — a short summary is enough, no need to rewrite it here. If your plan is still taking shape, just answer as far as you can; the course is designed to help you finish it.
Your answers are used only to prepare the sessions and will not be shared with other participants.
What will you and your team achieve by the end of 2027, and why does it matter?
Two or three sentences. Describe the outcome and its purpose rather than the activities, for example: “To … in order to …”
How will you know you have delivered it? List up to three measures of success.
Make each one specific and time-bound, e.g. a target, a date, a share, a level of performance.
| Please fill in | |
| 1 | ____________ |
| 2 | ____________ |
| 3 | ____________ |
How does your strategy connect to the priorities above you?
If you are not sure of your line manager's priorities for 2027, it is worth a short conversation with them before the course.
| Please fill in | |
| VW Chinas direction, as you understand it | ____________ |
| Your line managers top priorities for 2027 | ____________ |
| How your strategy contributes to both | ____________ |
What could get in the way between now and the end of 2027?
| Please fill in | |
| The one uncertainty that would hurt your strategy most if it went the wrong way | ____________ |
| The main constraints you work within (budget, headcount, decision rights, regulation, timing) | ____________ |
| What you most need from other functions | ____________ |
What is the main challenge in delivering this strategy that you would most like to work on during the course?
How clearly does your team understand this 2027 strategy today? (1 = Not at all, 5 = Very clearly)
6题 | 被引用0次