πͺ§ Why This Matters
Step 2 clarified:
- Whatβs non-negotiable
- How you intend to show up
- What capability you must grow
Now you must decide:
Where effort concentrates.
What stops.
What changes.
Strategy is what you choose.
π Part A: Define 3β5 Strategic Priorities
Using your outputs from Step 1 and Step 2, identify the 3β5 outcomes that must dominate the next 12β24 months.
These are outcome-level priorities, not projects.
Strategic Priority (Outcome-Focused) | Which Shift Does This Respond To? | Which Capability Does It Build? |
Test each priority:
- Does this strengthen our Higher Intent?
- Does this reflect our chosen Role?
- Does this help resolve a key tension?
π₯ Part B: Stop, Reduce, Continue, Start
Now use your priorities to make real adjustments.
Category | What Specifically? | Why? (Linked to Priority) |
Stop | ||
Reduce | ||
Continue (Tighten) | ||
Start / Invest |
Guidance:
- Stop β Work that contradicts posture or spreads capacity too thin.
- Reduce β Valuable but not dominant.
- Continue β Core aligned activity.
- Start / Invest β Capability required to play your role credibly.
If βStopβ is empty, return to the questions.
βοΈ Part C: Resolve Key Tensions
Return to the enduring strategic tensions from Step 1.
Choose at least one tension you are deliberately working through.
Tension | Our Decision | What This Means in Practice |
Growth vs Quality | We prioritise quality and depth over rapid expansion. | Slower rollout. Clear entry thresholds. Investment in standards before scale. |
Centralisation vs Local Autonomy | We strengthen local autonomy within shared standards. | Fewer central controls. Clear capability expectations. Defined non-negotiables. |
Innovation vs Stability | We protect core delivery while ring-fencing space for experimentation. | Innovation budget capped. Core operations protected from disruption. |
Commercial Revenue vs Public Good | We will not pursue revenue that compromises community trust. | Decline certain contracts. Maintain transparent pricing. Public reporting strengthened. |
Make the lean explicit.
π° Part D: Resource Alignment
You canβt have strategy without resource movement
For the next 12β24 months:
Resource | What Changes? | Linked to Which Priority? |
Budget | ||
Leadership Attention | ||
Workforce Allocation | ||
Capital Investment |
If resource lines do not shift, posture is not real.
π§ͺ Part E: Risk Check
Every strategic decision shifts risk.
Name it clearly.
Risk Area | Reduced / Accepted / Increased | Why This Is Intentional |
Financial volatility | Reduced | Leaner cost base and clearer priorities improve resilience. |
Reputational risk | Reduced | Clear standards and transparency protect trust. |
Growth opportunity | Accepted | Slower expansion in favour of depth and quality. |
Innovation lag | Accepted (controlled) | Protecting core while pacing experimentation. |
Good strategy reduces some risks and deliberately accepts others.
π Step 3 Summary
Element | Final Position |
3β5 Strategic Priorities | |
Key Stops | |
Primary Tension Lean | |
Major Capability Investment | |
Key Risk We Are Consciously Accepting |
πͺ Next step