πͺ§ Why This Matters
A strategies fails less from bad thinking than from unclear authority.
Step 2 clarified what must hold (anchors) and what can flex.
Step 3 clarified your priorities and trade-offs.
This step defines:
- Who has room to move
- Where flexibility sits
- When escalation is required
- How stakeholder legitimacy is protected
Clarity here prevents drift and over-control.
βοΈ Part A: Flex Boundaries & Escalation
This is not a formal delegations policy.
It is a strategic clarity exercise.
Within the agreed Flex areas from Step 2, define how much discretion leadership has before escalation is required.
Flex Area | Executive Authority | Escalation Trigger | Board Involvement |
Delivery model adjustments | Adjust format, sequencing, and delivery channels | Structural change to operating model or >15% cost impact | Notify Board; approval if structural |
Resource reallocation | Move up to X% across budget lines | Reallocation exceeds agreed threshold | Board approval |
Partnership configuration | Trial new partners | Long-term contractual or reputational exposure | Board review |
Workforce configuration | Adjust team structure | Significant redundancy or major role elimination | Board oversight |
Guidance:
- Anchors should never appear in this table.
- If an item feels sensitive but is listed as βflex,β clarify its limits.
- Escalation triggers should be specific, not vague.
This is a practical expression of risk appetite.
π€ Part B: Stakeholder Legitimacy
Return to Step 1 context and Te Tiriti reflections.
Ask:
- Whose support is required for this posture to hold?
- Who carries risk if this fails?
- Who must be engaged early rather than informed later?
Stakeholder | Why They Matter | Engagement Approach |
Iwi partners | Te Tiriti obligations and relationships | Early consultation before structural changes |
Key funders | Financial sustainability | Quarterly strategic updates |
Workforce leaders | Cultural continuity and morale | Co-creation of major changes |
Community groups | Trust and service uptake | Transparent communication and feedback loops |
Kahui / Whakaruruhau | Trust and service uptake, Te Tiriti obligations and relationships, Cultural continuity | Co-creation of major changes |
π§ Part C: Escalation & Review Points
Under pressure, decisions compress. Clarify where different decisions sit.
Decision Type | Primary Authority | Escalation Trigger |
Operational adjustments | Executive | When anchor may be compromised |
Major capability investment | Executive + Board | Capital threshold exceeded |
Structural repositioning | Board | Material strategic shift |
Entry into new market | Board | Exposure beyond risk appetite |
π Part D: Drift Check
Even clear strategy drifts from intent.
Ask:
- Where is drift most likely?
- Which tension could quietly re-emerge?
- What would signal we are slipping from our chosen posture?
Drift Risk | Early Warning Sign | Response |
Growth pressure overtakes quality | Intake targets quietly increase | Reaffirm quality anchor |
Innovation overwhelms core | Core service KPIs decline | Rebalance experimentation allocation |
Financial anxiety narrows posture | Defensive short-term cuts | Revisit higher intent |
This protects coherence over time.
π Step 4 Summary
Element | Final Position |
Flex Boundaries Defined | |
Escalation Triggers Agreed | |
Key Stakeholders Identified | |
Drift Risks Named |
πͺ Next step