How direction is maintained.

Why This Matters

Strong strategy still needs a clear operating system.

This step locks in:

• who can decide what,
• when a reset is required,
• how we notice drift,
• and how we keep the strategy alive through regular review.

Part 1: Decision Authority

Flex boundaries

Guidance:

• Anchors should not appear in this table.
• If an item feels sensitive but is listed as “flex,” clarify its limits.
• Escalation triggers should be specific.

This is a practical expression of risk appetite.

Decision Authority Under Pressure

Under pressure, decision-making compresses.

Ask:

• Who decides what?
• What requires wider involvement?
• Where does authority sit when pressure increases?

Part 2: Reset Triggers

Formal reset points

These are not minor adjustments. They are material shifts that require a rethink.

If triggers are vague, resets become political rather than principled.

Part 3: Drift and assumptions

Assumption check

Tension Watch

Tensions do not disappear. Revisit them regularly.

Ask:

• Has our lean shifted unintentionally?
• Are we over-correcting in one direction?
• Do we need to rebalance?

Drift Check

Even with clear boundaries, authority and stakeholder alignment, drift can occur over time.

Pressure, urgency and competing demands can gradually shift behaviour away from the posture you intended. This section helps identify where slow erosion might emerge and how to notice it early enough to respond.

Ask:

• Where is drift most likely?
• Which tension could quietly re-emerge?
• What would signal we are slipping from our chosen posture?

This protects coherence over time.

Part 4: Review and Summary

Review rhythm

Keep the cadence realistic.

Link it to existing governance rhythms where possible.

If review only happens in crisis, the rhythm is broken.

Strategy sprint summary

Adjust the prepopulated template below to prepare a concise internal summar