Strategy, planning

No.	Area Impacted	Variable	Question	Seed-Question	Comments
1	Strategy	Purpose	What is the unique value proposition of the enterprise? Why does the enterprise exist?	Has the enterprise begun to think about its purpose in terms other than financial gains & rewards?	As part of a conscious Whole, enterprise will have a precise and unique part to play.
2	Strategy	Enterprise-definition	How does the enterprise define itself?	Does the enterprise perceive itself as a separate construction, or as an instrument to be used for Nature’s work?	Assuming all to be intimately connected, how does the enterprise define itself.
3	Strategy	Human-possibilities	How does what the enterprise produce help its customers?	What has the enterprise done to contribute to the possibilities in man?	Assuming that man is the key agent in evolution.
4	Strategy	Intention-awareness	Is the leadership of the enterprise keeping in tune with the more macro-happenings in and external to its environment?	Is the enterprise developing a sense for the intention behind world-movements, and its place in it?	Realizing that there is logic as to why things are happening.
5	Strategy	Purpose-examination	How is the purpose of the enterprise unique? How often does the enterprise examine its purpose?	How sincerely does the enterprise examine its raison d’être?	Breaking beyond surface movements.
6	Strategy, Planning	Longterm-program	What long-term programs are in place that reinforce the purpose of the enterprise?	What programs does the enterprise have in place that are geared towards the long-term?	Having staying power.
7	Strategy, Planning	Longterm-shortterm	Are short-term considerations always taking priority over longer-term programs?	What importance does short-term planning have relative to long-term?	Aligned with evolution?
8	Planning, Operations	Longterm-compromised	Are long-term plans pushed aside or compromised because of financial considerations?	Are long-term plans pushed aside or compromised because of financial considerations?	Having staying power.
9	Planning, Operations	Shortterm-change	Does the enterprise give high priority to selected long-term programs?	What is company doing to actually change possible attitudes that only short-term mattered?	Evolutionary thinking.
10	Strategy, Operations	Enterprise-boundary	How does the enterprise define its boundaries?	How does the enterprise define its boundaries?	How conscious is the enterprise of the whole?
11	Strategy, Planning, Operations	Decision-boundary	Are decisions made keeping the systemic whole in mind?	Are decisions made with larger sphere of activity and interaction in mind?	How conscious is the enterprise of the whole?
12	Strategy	Strategyplanning-depth	How penetrating is the enterprise’s strategic planning process?	How penetrating is the enterprise’s strategic planning process?	Moving beyond physical images.
13	Strategy	Strategyplanning-rootdynamics	Is the strategic planning process rooted in surface or deeper dynamics?	Is it rooted in surface or deeper dynamics?	Moving beyond physical images.
14	Strategy	Strategyplanning-timetrend	Is the strategic planning process rooted in windowed or long-term trends?	Is it rooted in windowed or long-term trends?	Entering into a different time-dynamic.
15	Strategy	Strategyplanning-geographiccontext	Is the strategic planning process rooted within a geographic locality or a global context?	Is it rooted within a geographic locality or a global context?	Entering into a different space-dynamic.
16	Strategy	Enterprise-ideasource	Do the employees, and especially the leadership, live and breathe the enterprise purpose?	What is the enterprise doing to become aware of its source of ideas and actions?	Becoming aware of the Conscious Whole.
17	Strategy, Planning, Operations	Decision-fashion	Does the enterprise leadership know how and why they have made each decision?	Are decisions made in a conscious fashion?	Trying to make contact with the Conscious Whole.
18	Strategy, Operations	Relationship-silence	Is there a sense of objectivity in the decision-making process?	Does the enterprise have a relationship with Silence?	Trying to make contact with the Conscious Whole.
19	Strategy, Operations	Track-sciencefindings	How active is the R&D department, and is a portion of its work directed at reinventing the enterprise, both internally and externally?	How is the enterprise keeping track of findings on the forefront of Science?	Findings about the Conscious Whole.
20	Strategy, Organizational Design	Enterprise-renewal	Does the enterprise renew itself on a periodic basis?	Does the enterprise renew itself on a periodic basis?	In light of findings about the Conscious Whole.
21	Strategy, Operations	Systems-thinking	Does the company practice systems thinking?	Does the company practice systems thinking?	Approximating Conscious Whole.
22	Strategy, Marketing	Customer-satisfaction	Is customer satisfaction of primary importance?	Is customer satisfaction of primary importance?	Approximating Conscious Whole.
23	Strategy	Value-proposition	Does the enterprise have a unique value-contributing proposition?	Does the enterprise have a unique value-contributing proposition?	Aligning with evolution.