Next, take stock of your grasp of your organization's purpose, mission, operations, history, structure, strengths, personnel, politics, finances, the opportunities and threats it faces, its competitors and their relative advantages or disadvantages, its customers and markets, its key suppliers and critical inputs, its stated and manifest strategies, its reputation, any governmental and regulatory considerations, the executive cadre (including their history and relationships inside and outside your organization), and anything else you can think of that I haven't included in this list. If you don't have a good grasp of all or most of those matters, then you probably don't belong at the table – at least, not just yet.
Loved this article in the Learning Solutions magazine The Specialist’s Dilemma about getting a seat at the table by Fred Nickols. I especially loved the following description:
Yup, more is required for a seat at the table than just being very very good at what you currently do. And yes, you should question whether you really want a seat at the table. It isn’t always pleasant :-).