{"version":"0.2.0","built_at":"2026-10-10T20:58:14.188Z","license":"CC BY 4.0 © Mike Reams","canonical":"https://catalog.mikereams.com","capability":{"id":"BC-110","name":"Strategy & Planning","level":1,"parent_id":null,"l1_id":"BC-110","industry":"cross-industry","macro_id":"MC-10","path":["Strategy & Planning"],"description":"Decide where the enterprise is going, why, and what it will stop doing to get there, then turn that choice into a plan with owners, measures and a review rhythm that holds up for more than one quarter.","aliases":["Corporate Strategy","Strategic Planning","Enterprise Strategy","Corporate Development"],"in_scope":["Vision, ambition and the strategic choices that define where the enterprise competes","The multi-year plan and the annual objectives that cascade from it","Scenario analysis and the assumptions the plan rests on","Mergers, acquisitions, divestitures and alliances as instruments of strategy"],"out_of_scope":["Market research and customer insight gathering (see BC-410)","Budgets, forecasts and the financial plan behind the strategy (see BC-220)","Funding and sequencing the change initiatives the strategy produces (see BC-180)"],"csdm_note":"Lands as a Business Capability record; it is the capability that sets the strategic-importance score every other capability's heat map depends on, so it rarely owns Business Applications of its own.","status":"active","successor_id":null,"child_ids":["BC-110.10","BC-110.20","BC-110.30","BC-110.40","BC-110.50"]},"crosswalk":{"realized_by":[],"used_in":[],"patterns":[],"stacks":[],"books":[]},"ancestors":[],"children":[{"id":"BC-110.10","name":"Strategic Direction","level":2,"child_count":3},{"id":"BC-110.20","name":"Strategic Analysis & Scenarios","level":2,"child_count":4},{"id":"BC-110.30","name":"Strategic Planning & Cascade","level":2,"child_count":3},{"id":"BC-110.40","name":"Corporate Development","level":2,"child_count":4},{"id":"BC-110.50","name":"Strategy Execution & Review","level":2,"child_count":3}]}