Strategic planning is a cycle, not an event: decide where you are going, fund the first year, measure it, and review it every quarter. Our six services map onto that cycle. Most owner-led companies need two or three of them in the first year, and the right starting point depends on what already exists.
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Three-year strategic plan
A written plan your leadership team and board approve: where the company is going by year three, the few choices that get it there, and what it will cost.
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Annual operating plan and budget
Year one of the strategy translated into a month-by-month budget, a hiring plan and initiatives with owners, so the numbers and the plan agree.
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OKRs and KPI scorecard
Quarterly objectives and key results tied to the plan, plus a one-page scorecard of the ten or so numbers that tell you whether the company is on track.
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Leadership offsite facilitation
A prepared, facilitated one- or two-day session, in person or online, that ends with decisions written down rather than a wall of sticky notes.
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Scenario planning
Three worked versions of next year, with the early-warning signals and pre-agreed responses for each, so a bad quarter triggers a plan rather than a panic.
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Quarterly strategy reviews
A standing review every quarter, with a short pack, a fixed agenda and a decision log, that keeps the plan current without rewriting it.
The planning cycle in one paragraph
The cycle runs on an annual rhythm. In the autumn, leadership revisits the three-year plan and sets next year's priorities. Before the fiscal year begins, the operating plan and budget are built from those priorities. Each quarter, the team reviews the scorecard, adjusts quarterly objectives and records decisions. Once a year, usually at an offsite, the cycle starts again. Scenario planning runs alongside, so the company knows in advance what it will do if conditions change.
The table below shows where each service fits.
| Service | Stage of the cycle | Main deliverable |
|---|---|---|
| Three-year strategic plan | Decide | Plan document and one-page strategy |
| Annual operating plan and budget | Fund | Monthly budget, hiring calendar, initiative list |
| OKRs and KPI scorecard | Measure | Quarterly objectives and a ten-measure scorecard |
| Leadership offsite facilitation | Decide | Facilitated session and written decision log |
| Scenario planning | Prepare | Three cases with triggers and responses |
| Quarterly strategy reviews | Review | Review pack, agenda and decision log |
Three-year strategic plan
This is the anchor service: a written plan the leadership team, and the board where there is one, approves. It sets the year-three destination, the strategic choices, three to five priorities and a financial outline. It suits companies with no current plan, or with a plan more than two years old. Details are on the three-year strategic plan page, and our guide to writing one shows the template.
Annual operating plan and budget
The operating plan turns year one of the strategy into months, dollars and people. It is the right starting point for a company that has a direction but keeps building budgets from last year's numbers plus a percentage. See the annual operating plan page for what is included.
OKRs and KPI scorecard
The scorecard answers one question every month: are we on track? OKRs answer a second question every quarter: what are we changing this quarter to get there? Companies that have a plan but can't tell whether it is working usually start here, on the OKRs and KPI scorecard page.
Leadership offsite facilitation
A facilitated offsite is where the important decisions get made, with pre-work, a timed agenda and a neutral facilitator who keeps the owner from deciding everything alone. It is included in the three-year plan, and it can also be booked by itself for an annual planning session or a board retreat. The leadership offsite page explains the format, in person or online.
Scenario planning
Scenario planning prepares the company for more than one version of next year. It suits businesses exposed to interest rates, a few large customers, commodity prices or seasonal swings. It can stand alone or be added to the strategic plan. Read the scenario planning page for a worked example.
Quarterly strategy reviews
Quarterly reviews keep the plan alive. We prepare the pack, run a half-day review and keep the decision log, usually under a monthly retainer. For a company whose plan exists but has drifted, it is usually the most useful first step. The quarterly strategy review page covers the agenda.
Common starting combinations
Most first engagements fall into one of three patterns.
- No plan yet: three-year strategic plan, including the offsite, followed by the operating plan and a scorecard. This is the full cycle in its first year.
- Plan exists, budget ignores it: operating plan and budget, plus a scorecard so the budget has measures attached.
- Plan exists, nobody reviews it: a scorecard and quarterly reviews, with a light refresh of the plan at the first review.
Prices for each format are on the pricing page. If you are unsure which pattern fits, send a short text to (604) 632-4959 describing your situation and we'll tell you honestly where we'd start, or whether you need us at all.
Frequently asked questions
Which service should we start with?
If you have no written plan, start with the three-year strategic plan, which includes a facilitated offsite. If you have a plan that nobody follows, start with a scorecard and quarterly reviews. If the plan is fine but the budget ignores it, start with the operating plan.
Can we buy the services separately?
Yes. Each service stands on its own and is scoped separately. They are designed to connect, so a plan we write will feed a budget and scorecard later without rework.
Do you also run the plan for us day to day?
No. Your managers run the company. We design the plan, facilitate the decisions, build the planning tools and run the quarterly reviews. Weekly execution belongs to your team.
Are these services the same for boards?
The deliverables are the same. For boards we add a board-ready version of the plan and a quarterly pack sized for directors, and we can facilitate the board's annual strategy session. Governance and legal duties remain with your advisors.