Context Slice Strategic Planning Framework
A good strategic plan is:
- Clear: Anyone can understand the direction
- Focused: Says "no" as much as "yes"
- Actionable: Translates to decisions and priorities
- Adaptable: Survives contact with reality
Strategic Plan Structure
Vision (Where we're going)
The destination. 5-10 year aspiration.
Strategy (How we'll get there)
The choices that define how we'll win. What we will and won't do.
Priorities (What we focus on)
The 3-5 things that matter most in the planning horizon.
Milestones (How we know we're progressing)
Checkpoints that indicate we're on track.
Risks (What could derail us)
Threats to the plan and how we'll manage them.
3-Year Strategy Outline Template
## [Company] Strategic Plan: [Year] - [Year+3]
### Executive Summary
[3-5 sentence overview: where we're going, how we'll get there, what success looks like]
---
### Vision
[Aspirational statement of where we want to be in 5-10 years]
### Mission
[What we do, for whom, and why it matters]
---
### Strategic Context
#### Where We Are Today
- **Revenue:** $[X]M
- **Growth rate:** [X]%
- **Market position:** [Description]
- **Key strengths:** [1, 2, 3]
- **Key challenges:** [1, 2, 3]
#### Market Landscape
- **Market size:** $[X]B, growing [X]%
- **Key trends:** [Trends shaping our market]
- **Competitive dynamics:** [How competition is evolving]
#### Strategic Opportunities
1. [Opportunity 1]
2. [Opportunity 2]
3. [Opportunity 3]
#### Strategic Threats
1. [Threat 1]
2. [Threat 2]
3. [Threat 3]
---
### Strategic Choices
#### What We Will Do
1. **[Choice 1]:** [Why this is essential]
2. **[Choice 2]:** [Why this is essential]
3. **[Choice 3]:** [Why this is essential]
#### What We Will NOT Do
1. **[Choice 1]:** [Why we're saying no]
2. **[Choice 2]:** [Why we're saying no]
---
### Strategic Priorities (3-Year)
#### Priority 1: [Name]
**Objective:** [What we're trying to achieve]
**Why it matters:** [Strategic importance]
**Key initiatives:**
- [Initiative 1]
- [Initiative 2]
**Success metrics:**
- [Metric 1]: [Target]
- [Metric 2]: [Target]
#### Priority 2: [Name]
[Same structure]
#### Priority 3: [Name]
[Same structure]
---
### Year-by-Year Roadmap
#### Year 1: [Theme]
**Focus:** [Primary emphasis]
**Key milestones:**
- Q1: [Milestone]
- Q2: [Milestone]
- Q3: [Milestone]
- Q4: [Milestone]
**Target outcomes:**
- [Outcome 1]
- [Outcome 2]
#### Year 2: [Theme]
**Focus:** [Primary emphasis]
**Key milestones:**
- [Milestone 1]
- [Milestone 2]
**Target outcomes:**
- [Outcome 1]
- [Outcome 2]
#### Year 3: [Theme]
**Focus:** [Primary emphasis]
**Key milestones:**
- [Milestone 1]
- [Milestone 2]
**Target outcomes:**
- [Outcome 1]
- [Outcome 2]
---
### Financial Framework
| Metric | Current | Year 1 | Year 2 | Year 3 |
|--------|---------|--------|--------|--------|
| Revenue | $[X]M | $[X]M | $[X]M | $[X]M |
| Growth | [X]% | [X]% | [X]% | [X]% |
| Gross Margin | [X]% | [X]% | [X]% | [X]% |
| Key Investment | — | $[X]M | $[X]M | $[X]M |
---
### Risk Management
| Risk | Likelihood | Impact | Mitigation Strategy |
|------|------------|--------|---------------------|
| [Risk 1] | [H/M/L] | [H/M/L] | [How we'll manage] |
| [Risk 2] | [H/M/L] | [H/M/L] | [How we'll manage] |
| [Risk 3] | [H/M/L] | [H/M/L] | [How we'll manage] |
---
### Key Assumptions
1. [Assumption about market]
2. [Assumption about capabilities]
3. [Assumption about resources]
### Dependencies
1. [External dependency]
2. [Internal dependency]
---
### Governance
- **Plan owner:** [Role]
- **Review cadence:** [Quarterly/Semi-annually]
- **Update triggers:** [Conditions that prompt plan revision]Planning Principles
Start with "Why"
Before "what" and "how," be clear on purpose. Why does this company exist? Why this strategy?
Make Real Choices
Strategy is about trade-offs. If everything is a priority, nothing is. Force rank.
Build in Flexibility
Plans don't survive contact with reality. Build in checkpoints and adaptation mechanisms.
Connect to Action
A plan that doesn't inform daily decisions is just a document. Connect strategy to operational priorities.
Keep it Usable
The best strategy is one people can remember and apply. Simplicity beats comprehensiveness.
Context Questions
Before developing a strategic plan, ensure you know:
- Time horizon: How far out are we planning?
- Current state: Where are we starting from?
- Aspirations: What does success look like?
- Constraints: What's off the table?
- Audience: Who needs to use this plan?
- Previous plans: What worked and didn't work before?
Common Pitfalls
- Everything is strategic: Too many priorities dilutes focus
- Aspiration without action: Vision without roadmap
- Ignoring reality: Plans that assume perfect execution
- Set and forget: No review or adaptation cadence
- Too detailed: 50-page plans that no one reads
- Too vague: "Be the best" isn't a strategy