Was the Strategy done correctly? The CEO began their strategic planning process by focusing on their current strengths and weaknesses. To get this data, the firm interviewed and surveyed top level employees (Directors, VPs, etc.). After a thorough discussion of their strengths and weaknesses, there was widespread agreement among the different functions in the organization for about half of the strengths and weaknesses, but the remaining strengths and weaknesses found widespread disagreement. The market research team delivered their overall NPS scores, which is an overall measure of loyalty from the perspective of the marketplace. The NPS scores were good but do not supply any strengths and weaknesses from the marketplace's perspective. At this point, the CEO started the functions working on improvement plans for the software, technical support, customer service, and training. By the end of the week, each plan for each functional area was discussed, modified, and approved by the executive team

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