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Introduction
The Strategic Response Model provides a formalised structure for capturing how an organisation responds to external triggers, internal performance insights, and proactive strategic initiatives. It links these drivers to organisational reasoning (rationales) and defines the actions taken across strategic, policy, capability, and initiative domains. By making these relationships explicit, the model supports traceability, alignment, and accountability across the business architecture.
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A trigger or strategic intent: drawn from the shared trigger catalogue or strategic intent register
A rationale object: structured and detailed, replacing simple references
One or more affected domains: such as policy, initiatives, or capabilities
Impacted organisational units: using defined role types
Response actions: steps taken or planned
Expected outcomes: anticipated benefits or changes in performance
A performance indicator measuring a response
Trigger catalogue
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Affected domains
Strategic responses typically impact one or more of the following domains:
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Tracking of intent-to-response relationships
Assessment of strategic alignment
Evaluation of intent completion and effectiveness
Analysis of organizational proactivity vs. reactivity
Strategic context and relationships
Each Strategic Response now includes these properties capture the strategic context and relationships.:
Strategic Themes: Identification of which organizational strategic priorities the response supports, enabling portfolio-level analysis of strategic coverage.
Alignment Strength: A quantitative assessment (1-5) of how closely the response aligns with organizational strategy, supporting prioritization decisions.
Adjacent Initiatives: Related initiatives that complement this response, facilitating coordination and preventing duplication.
Strategic Levers: The primary business mechanisms being utilized (e.g., scale, scope, differentiation), providing insight into how the response creates value.
Strategic Horizon: Categorization using the Three Horizons Framework:
Horizon 1: Core business optimization (0-18 months)
Horizon 2: Emerging opportunities (18-36 months)
Horizon 3: Creating viable options for future business (36+ months)
Purpose - Enhanced Benefits
The enhanced Strategic Response Model further strengthens strategic governance by ensuring that:
Strategic responses are explicitly connected to organizational strategic themes
The degree of strategic alignment is quantifiably assessed
The portfolio of initiatives is coordinated through explicit adjacency relationships
Value creation mechanisms are clearly identified
Time horizons are explicitly considered in strategic planning
Relationship with rationales
Rationales play an important role in classifying and organising strategic responses and intents. Ensure that the trigger catalogue and strategic intent register—which lists common environmental or operational triggers and proactive intentions prompting strategic responses—are up to date. Reference to the trigger catalogue and strategic intent register within this page ensures that rationales are accurately categorised based on their initiating context, improving traceability from external or internal stimuli through to strategic objectives, initiatives, and performance metrics.
Trigger catalogue reference
Responses reference a trigger selected from a standardised catalogue of events, trends, or insights. This ensures consistency in classifying causes of change and enables systemic analysis across responses.
Strategic response model JSON Schema
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Strategic Response Schema
Field | Description | Example |
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| A unique identifier for the strategic response. |
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| A concise title summarizing the strategic response. |
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| The classification of the response (e.g., Initiative, Policy Change, Capability Development). |
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| A detailed explanation of the strategic response, its objectives, and scope. |
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| An array of |
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| An array of |
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| An array of |
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| Metrics or KPIs that will be used to measure the success of the strategic response. |
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| A list of business architecture domains impacted by this response (e.g., Capabilities, Services). |
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| A reference or description of the plan outlining how the response will be executed. |
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| A description of the anticipated results or benefits from implementing the response. |
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| Organisation units accountable for executing the strategic response. |
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| The planned start date for implementing the strategic response. |
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| The planned completion date for the strategic response. |
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| The current status of the strategic response (e.g., Planned, In Progress, Completed, Deferred, Cancelled). |
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| The date when the strategic response record was last updated. |
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| An array of strategic priorities that this initiative supports. |
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| A numeric rating (1-5) indicating how strongly this response aligns with the overall organizational strategy. Higher values represent stronger alignment. |
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| A list of related initiatives that complement or support this response. |
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| The business mechanisms being utilized to effect change. |
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| Categorization of the strategic timeframe this response addresses. |
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Strategic Intent Schema
Field | Description | Example |
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| Unique identifier for the strategic intent |
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| Concise name describing the strategic intent |
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| Detailed explanation of the intent's purpose and scope |
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| Direct link to the relevant strategic objective |
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| Classification of opportunity type |
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| Expected time horizon for realization |
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| Assessment of organizational readiness |
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| Estimated business value or impact |
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| Assessment of associated risks and unknowns |
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| Strategic responses initiated by this intent |
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| Key organizational units or roles championing the intent |
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| Capabilities expected to be affected |
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| An array of |
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| Metrics or KPIs that will be used to measure the success of the strategic intent |
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| The current status of the strategic intent |
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| The date when the strategic intent record was last updated |
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Proposed: Initial concept under evaluation
Active: Approved and currently being pursued
Completed: Successfully realized with objectives met
Abandoned: Discontinued due to changed priorities or conditions
Transformed: Evolved into a different strategic intent
Superseded: Replaced by a newer strategic intent
Strategic Levers
Scale: Utilizing size, volume, or reach to create value
Scope: Leveraging breadth of offerings or markets
Differentiation: Creating unique value propositions
Innovation: Developing novel solutions or approaches
Efficiency: Optimizing resource utilization
Resilience: Strengthening adaptive capacity
Other: Strategic levers not covered by standard categories
Strategic Horizon
Horizon 1: Maintaining and defending core business (0-18 months)
Horizon 2: Building emerging business opportunities (18-36 months)
Horizon 3: Creating viable options for future business (36+ months)