02 — Capability · BC-110
Strategy & Planning
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.
- 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)
Decomposes into · 5
- BC-110.10Strategic DirectionSet the ambition and the handful of choices that define it — which markets, which customers, which ways of winning — so every lower-level plan has something to be consistent with.
- BC-110.20Strategic Analysis & ScenariosUnderstand the forces acting on the enterprise — competitors, regulation, technology, demographics — and test the strategy against plausible futures before committing to one.
- BC-110.30Strategic Planning & CascadeConvert the direction into a dated plan with objectives, owners and measures at each level, so a team three layers down can see how its goals connect to the top.
- BC-110.40Corporate DevelopmentPursue growth or focus that cannot be achieved organically — acquisitions, divestitures, joint ventures and alliances — from target screening through deal close and the handover to integration.
- BC-110.50Strategy Execution & ReviewKeep the strategy alive after it is announced by tracking progress against its measures, reviewing it on a cadence and adjusting course when the assumptions stop holding.