Dalit Theology: A Transforming Grace for the Indian Church by Anonymous

By Anonymous

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B. Suggest any additional questions that should be asked. c. Consider the organization’s priorities and select the top twenty most important questions. Then, incorporate their suggestions as you see fit. A typical Q-bank is implemented by sending out a list of generic questions to key stakeholders—usually around ten to thirty—although more could be used if necessary. This can be done via e-mail and might involve one or two rounds or possibly three. At the end of each round, the responses are collected, summarized (omitting duplicates), and resent to the participants for additional responses.

How do we measure it? 57. Do we have a strategic innovation process? 58. What is our innovation process? 59. How effective is it? 60. How do we know it is effective? 61. What are our top three to five barriers to innovation? 62. How might we overcome these barriers? 63. How do we reinforce/motivate innovation? 64. How do we reduce the motivation to innovate? 16404$ $CH2 05-07-07 11:08:57 PS QUESTION BANKS: UNDERSTANDING THE STRATEGIC TERRAIN / 35 65. Do we have a way to generate and track new ideas?

What value do our products, processes, and services provide our customers? 16404$ $CH2 05-07-07 11:08:57 PS PAGE 32 QUESTION BANKS: UNDERSTANDING THE STRATEGIC TERRAIN / 33 16. Why do our customers like us? 17. When don’t our customers like us? Our Brand 18. What is our brand? 19. What are our subbrands? 20. What values are associated with our brands? 21. How consistently do we transmit these values? 22. What is our brand equity? 23. How do we know that? 24. What are the components of our brand equity?

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