Without the One Page Strategic Plan, a perfect plan can lead to no plan at all

Imagine the whole strategic plan for your business on one page. A document so succinct and crystal clear that everyone understands where the business is heading (the goals), how it’s going to get there (the strategy) and how it’s going to happen (the execution).

Every business needs a clear direction. A plan that works hard for you, driving alignment, accountability and focus. A plan that’s action-oriented, making it easy for everyone in the company to know where they’re going and what they need to do to get there, without being bogged down by complexity.

That’s what you’ll have when you create a One Page Strategic Plan, and it is the lynch pin in Scaling Up Methodology. Attend the Scaling Up Coaches NZ inaugural Scaling Up Masterclass, coming this June, you’ll have an opportunity to start your One Page Strategic Plan, with your team in a valuable workshop setting.

For some leaders, however the pursuit of the perfect plan can lead to no plan whatsoever – so before we get started on explaining the One Page Strategic Plan (OPSP), there are three planning road blocks we need to address.

Aiming for Perfection.

If you’re aiming for the perfect plan, you’ll never get started and you’ll never finish! First, get it down, then get it right. The first step is often the hardest.

Sticking to the plan like glue.

Yes, it’s a plan – but as we all know life generally doesn’t go to plan.  The plan will change.  It’s a live document – consistently revisit and update it.

The Bottom Drawer.

A big mistake many businesses make is to work on a strategic plan, consider it ‘done’ – then park it in the bottom drawer, rarely revisiting and reviewing it.  Keep it alive! Talk it, review it, challenge it (and the assumptions). You need to be constantly asking – what has changed and how do we respond?

The OPSP explained

The main components of a OPSP require you to answer seven basic questions: who, what, when, where, how, why, and the often challenging question, “But should we or shouldn’t we?”

  1. Core Values/Beliefs – the rules defining your beliefs, and the boundaries for decision making.
  2. Purpose – what impact does your company want to make?
  3. Targets – where the company is headed
  4. Goals – what results need to be achieved
  5. Action – how your company plans to achieve its vision
  6. Theme – what is the theme, celebration and rewards for your #1 Priority?
  7. Your Accountability – who is accountable?

At the top of the OPSP, you need to consider the ‘Drivers’ for your plan – People and Process. Here are a few thought-starters for you.

People/Relationship – what measures will alert you that you are getting, keeping or growing these key relationships?

a.     Engagement / Retention / Employee net promoter scores
b.     Learning and growth goal achievement (though training hours may be simpler or easier to capture)

a.     Outcome achievement (such as time, cost, risk or value measurement)
b.     Net Promoter Score / Referral Percentage

a.    Revenue growth
b.    Profit

Process/Productivity – what are the indicators you are getting better, cheaper or faster on these key processes?

Make / Buy
a.     Value / supply chain health measure (such as throughput, first contact resolution, and service delivery time)
b.     Labour Efficiency Ratio 

a.     Sales cycle length
b.     Average engagement or project value

Record Keeping
a.     Financial reporting timeliness
b.     CRM update completeness


Over the last 25 years, The Scaling Up Growth Platform has helped tens of thousands of CEO’s achieve their growth goals. The New Zealand based coaches of the Scaling Up Platform help NZ Businesses drive growth and scale.


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