These questions are at the core of strategic planning and positioning. Admittedly, these are pretty basic questions for what is normally considered a complex subject. How these questions are understood and answered, however, and the depth of individual and collective knowledge created answering them through observing, assessing , analyzing and inferring can get quite complicated because none of that occurs in a vacuum. A helpful analogy of how addressing these basic questions can become a complicated process lies in the ancient game of Chess. The objective is very simple: capture your opponent's king. All of the pieces are in front of you. You know how they can be used. You can see what your opponent is doing. You only have to make one move at a time. What could be more simple? Yet most of us have a deep respect, if not sense of awe, for individuals who play the game able to envision all the possibilities of what the board could look like three, four, five moves ahead. The process of anticipating where and how your oppo-nent's pieces will impede you (i.e., strategizing) more than a move or two ahead is very difficult for most of us. Not only can strategy thus be very difficult, but —in the face of uncertainty and complexity—also quite time-consuming, frustrating and often a waste of valuable resources. Yet not planning and effectively positioning in the wake of Healthcare Reform could be a short path to organizational obsolescence. This is where having a structured approach in place is invaluable.