Before Strategy: Assessing the Current State with Discipline

Khalid Almariee
May 31
3 min read

Why no real strategy should begin without a structured diagnosis

We often rush to design strategies. We jump straight into ambition-setting, vision slides, and initiative brainstorming, only to find out later that the organization was never ready, the data was incomplete, or the direction was misaligned. Strategy, in its essence, is a response. And to respond effectively, we must first listen clearly.

That’s why every serious strategy journey must begin with a Current State Assessment. Not as a formality, but as a disciplined diagnostic that reveals what is real, what is possible, and what is blocking progress.

1. The Role of the Mandate: Clarity Before Action

Every strategy effort should be triggered by a clear mandate, whether from a national policy directive, a board resolution, or a ministerial instruction. The mandate answers the strategic "Why now?" and gives the team a reference point for direction and urgency.

In the Current State Assessment, the mandate plays two roles:

As a compass: It helps guide what should be assessed and why.
As a boundary: It sets limits and clarifies the intended scope.

But let’s be clear: a mandate is not yet a strategy. It’s a call to design one, and to start by diagnosing readiness.

2. What Does a Current State Assessment Really Mean?

This isn’t just “understanding where we are.” It’s a structured effort to identify:

The present capabilities and weaknesses of the organization
External forces and emerging trends influencing the environment
The existing maturity of delivery, technology, people, and governance
Where gaps exist between aspiration and actual readiness

It’s the difference between strategy grounded in reality and strategy built on assumption.

3. Tools for a Comprehensive Assessment

To assess with credibility, use multiple lenses:

a. Internal Diagnosis

Focus on what’s within control:

Organizational Structure Review - Are roles aligned with future ambition?
Processes and Systems Audit - What’s working, what’s inefficient?
People & Capabilities - Where is the talent strong, where are the skill gaps?
Culture and Leadership Readiness - What are the real attitudes toward change?

b. External Environment Scan

Scan the horizon for external factors:

PESTLE Analysis - Political, Economic, Social, Technological, Legal, Environmental factors
Benchmarking - Compare with local and global peers
Stakeholder Mapping - Understand who influences or depends on your strategic direction

c. Capability and Maturity Assessments

Dig into delivery systems and execution capacity:

Strategy Execution Maturity - Can we convert plans into actions reliably?
PMO Readiness - Are governance and reporting structures in place?
Digital and Data Capabilities - Are we able to track performance and learn in real time?

4. The Real Output: Strategic Insight, Not Just Reports

The goal is not to produce a fancy diagnostic report. The outcome should be:

A shared understanding of today’s reality
A summary of strengths to build on
A clear map of blockers to remove
And a foundation for defining strategic themes and initiatives

These insights shape the next phase - Strategy Packaging.

5. Common Pitfalls to Avoid

Skipping the mandate context - Strategy loses relevance without alignment
Overemphasizing weaknesses - Strategy should also amplify strengths
Ignoring informal dynamics - Culture and politics matter more than structure
Treating assessment as a one-time task - Strategy must continuously reference updated realities

Final Thought

You wouldn’t prescribe medicine without a proper diagnosis. Strategy is no different. A serious Current State Assessment is not optional, it is the first act of strategic responsibility. It grounds the strategy in context, aligns it with the mandate, and gives execution teams the clarity they need to move forward.

Next in the series: Article 2 Strategy Packaging: From SWOT to Strategic Objectives