Executable strategic plan that drives growth

External analysis (PESTEL, Porter's 5 Forces, competition). Internal analysis (capabilities, resources, culture, processes). Complete SWOT (Strengths, Opportunities, Weaknesses, Threats). Gap analysis (where we are vs where we need to be). Purpose: Understand starting point before defining destination.

Organizational purpose (why we exist). Vision 2030 or 2035 (where we want to be in 5-10 years). Corporate values (how we operate). Clear and motivating strategic aspiration. Purpose: Define inspiring destination that aligns organization.

4-6 strategic objectives (no more than 7). Organized in Balanced Scorecard perspectives: Financial (profitability, growth), Customer (satisfaction, loyalty, market share), Internal Processes (efficiency, quality, innovation), Learning and Growth (talent, culture, technology). Purpose: Translate vision to measurable objectives.

Visual representation of strategic objectives. Cause-effect relationships between objectives. Strategic logic: how one objective enables another. One page that communicates entire strategy. Purpose: Communicate strategy visually and understandably.

2-3 KPIs per strategic objective (10-15 total KPIs). Definition of each KPI (formula, source, frequency). Current baseline and goals 1 year, 3 years, 5 years. Traffic light (green/yellow/red) for monitoring. Purpose: Measure progress objectively.

8-15 prioritized strategic initiatives/projects. For each initiative: objective it impacts, description, sponsor, timeline, required resources, preliminary ROI. Initiative roadmap (what to execute when). Purpose: Translate strategy to concrete actions.

Corporate objectives → departmental objectives → individual objectives. Each department has 3-5 objectives aligned to strategy. Each key person has connected individual objectives. Purpose: Each person knows how they contribute to strategy.

Strategy meetings (monthly executive, quarterly expanded). Corporate KPI dashboard. Strategy review and adjustment process. Governance (who decides what, when). Purpose: Ensure disciplined execution and adjustments based on reality.

Development: 2-3 months from kick-off until complete plan. Includes: diagnosis (3-4 weeks), strategy development with workshops (4-6 weeks), cascade and operationalization (2-3 weeks). Support: 6-12 additional months to ensure execution. Client team time: 3-4 full days in workshops + interviews + reviews between workshops. It's significant investment but strategy that defines next 3-5 years justifies dedication.

Core team (full participation): CEO, CFO, COO, key functional leaders (commercial, operations, finance). Typically 5-8 people. Partial participation: Middle management (interviews, cascade validation), board/directors (vision and strategy validation), key clients (interviews on future needs). Facilitation: Alternative facilitates process but strategy is CO-CREATED with leadership, not externally imposed. Team ownership is critical for execution.

Vision horizon: 3-5 years (where we want to be doesn't change year to year). Annual review: Strategic objectives are reviewed annually but usually don't change dramatically (minor adjustments). Continuous update: Initiatives and KPIs adjust quarterly according to progress and context. Major review: Every 2-3 years or when significant external change warrants it (new competition, regulation, crisis). Strategic plan is "living document" not static document.

Critical relationship but frequently disconnected in companies. Correct sequence: Strategic plan defines WHAT to do → Annual budget assigns RESOURCES to do it. Common problem: Companies make budget based on previous year +X%, without connection to strategy. Alternative approach: Budget must finance strategic initiatives. If initiative is priority but without budget, it doesn't execute. We facilitate strategy-budget alignment during cascade.

Strategic plan must be flexible to contextual changes. Minor changes: Managed in monthly strategy meetings (adjust tactics, not objectives). Significant changes: May require review of initiatives or KPIs (e.g.: COVID pandemic, new regulation). Dramatic changes: May require review of complete strategic objectives (e.g.: technological disruption, business model change). Methodology includes "extraordinary strategic review" process when context changes drastically.

Alternative guarantees: (1) Rigorous planning process with proven best practices, (2) Executable strategic plan with clear objectives, KPIs, initiatives, (3) Disciplined execution support if contracted. We DON'T guarantee specific financial results because execution depends on: client team, market context (out of control), monitoring discipline, assigned resources. However, companies that follow methodology disciplinarily have 3X higher probability of achieving objectives vs companies without plan or without monitoring.