🪧 Why This Matters
You can’t make good choices if you’re working off last year’s assumptions.
Before you reset direction, make sure you’re clear on:
- What’s already changed or in motion
- What you’re currently aiming for
- What might be coming next
- Where pressure is building
This step has two parts:
1️⃣ A short Context Brief (pre-work)
2️⃣ A focused reset conversation about what is and might be shifting
Strategy weakens when we react only to the past
or speculate without grounding.
This step looks backward and forward.
It helps you separate:
- Shifts: changes already underway
- Signals: early indicators of possible futures
Then it forces selection:
Out of everything you can see, what will actually shape your strategic choices?
Keep it simple. Keep it honest.
📥 Part 1: Context Brief
This sprint works best when people arrive prepared.
Complete this section as executive pre-work, Chair–CEO preparation, or individual reflection.
⚠️ If you’ve already done this work in:
- ⚙️ Business Capability Sprint
- 👥 Workforce & People Sprint
- 🌅 A previous strategy sprint
You can copy and paste that summary below or link to it. No need to repeat yourself.
🧭 Organisational Overview
Short summaries only. Bullet points are fine.
If this takes more than one page, you’ve gone too deep.
🌿 Cultural & Te Tiriti Context
Strategy does not sit outside relationship.
This lens should influence how you interpret what follows.
🌀 Part 2 - Shifts, Signals, Tensions and Futures
Once the brief is complete, move into interpreting the information.
🔄 What Has Shifted?
List key changes that are already underway.
- Funding decisions made.
- Regulatory direction confirmed.
- Demand patterns altered.
- Leadership transitions completed.
Be selective. Not everything matters equally.
📡 What Signals Are Emerging?
Signals are early indicators of possible change.
They are not yet confirmed, but they are visible.
Examples:
- Policy tone shifting
- Labour market tightening
- Partner instability
- Technology acceleration
- Community sentiment changing
- Look at more subtle emerging disruptions that may not be as ‘loud’ as current pressures
Signals widen the field of view.
⚖️ Enduring Tensions
Not everything shaping your choices is a shift. Some pressures are ongoing and structural.
🌊 Three Disruptive Futures We Must Be Ready For
Describe three plausible near-term futures (12–36 months) of increasing intensity.
These are not predictions. They are disciplined stress tests.
🧭 Define the Futures
Write your own versions. Keep them grounded.
🔎 Stress Test Across Futures
Take a few of the following focus points that are most important for your organisation right now, and explore what they look like within the different futures. Consider the following focus areas:
- Revenue
- Workforce stability
- Governance bandwidth
- Trust
- Regulatory burden
- Partner reliability
- Time assumptions
🎯 What Patterns Show Up Across Futures
Looking across all three futures:
- What consistently weakens?
- What consistently intensifies?
- Which assumptions look most fragile?
⚠️ Where Are We Most Exposed Across Futures?
Where might we be underestimating risk?
🎯 Priority Shifts, Signals, Tensions and Futures Exposure
Now narrow it down.
This is the bridge to Step 2.
🤖 AI Assist (Optional)
📌 Step 1 Summary
By the end of this step, you should have:
- 3–5 priority shifts, signals and tensions
- Clear exposure areas
- Fragile assumptions identified
These form the terrain for Step 2.