OGSP® Deliverables

The output from the full One Page Strategic Plan® process includes a portfolio of documents to clarify and support the core OGSP® tool.  All of these play an important role in ensuring that the entire organization understands the chosen strategic priorities, the plan is properly resourced, and that progress of the strategic plan is regularly reviewed and adjusted where needed.

• OGSP® Page - Also known as the One Page Strategic Plan® or the One Page Strategy®, this is the core driver of improved focus, clarity and disciplined deployment of an organization’s strategic priorities.

• Wont' Do List® - For decades, experts on good strategic choice-making have emphasized that articulating what not to do, and in some cases what to delay, must be part of successful priority setting.

• OGSP® Scorecard - Many are familiar with the principles "you get what you measure" and "if everything is important, nothing is important."  This simple scorecard encourages leadership to track just those most critical metrics of success and address gaps early enough that they can be addressed.

• Strategy Rationale - Part 1 of this exercise encourages cross-functional debate on why each strategy is essential to delivery of the organization’s aspiration of success.  Part 2 requires listing of the Where Will We Play and How Will We Win choices that drive the allocation of limited resources during the life of the strategic plan.  These then can be presented to governing Boards for approval and deployed to the entire organization in a clear and consistent manner.

• Project Summary - These critical path documents for each strategy ensure accountability and relative urgency across the broader organization.  A strategic plan is not really deployed until everyone in the organization knows what it means to them in their daily work.

• Resources and Barriers Tool - History shows that strategic plans often fall short of expectations because leaders failed to assess whether the organization had the capacity and expertise to execute these new priorities on top of their day jobs.  Furthermore, potential barriers were either not identified at all, or leadership was not actively involved in removing those barriers once they arose.

• Operating Priority Tracking - We have learned that clients struggle with managing strategic priorities in a vacuum, since most employees also must manage Operating Priorities on a daily basis.  We created a simple quarterly Operating Priorities grid that makes the most resource-intensive Operating Priorities visible.  Our facilitator then works with you via our Relative Priority setting exercise to establish the most effective order of engagement in completing all of this work.

• Annual Deployment Plan - This annual calendar of events ensures that everyone in the organization gets multiple and ongoing reminders of the strategic plan’s aspirations and chosen priorities.  It also calls for periodic reviews by the senior leadership and annual renewal of the strategic plan.

• Periodic Review and Annual Renewal Process - We like to say that “you should never pour concrete with strategy.”  Given the increasingly fast pace of change in the world around us, it is critical to follow a disciplined schedule of monthly results tracking, periodic review of project completion and competitive activity (typically a 2-3 hour session), and annual renewal of the entire strategic plan (typically completed via a one-day work session).  After we train an Internal Process Owner, they work with the CEO to ensure these key steps take place in a timely and effective manner. 

• OGSP® Internal Process Owner - At the outset of the planning process, we work with the organization head to identify someone on the planning team who will serve as the OGSP Process Owner.  We have created a detailed role description for this individual, both during development of the OGSP tools and later during and after initial deployment.