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Strategic Intent: Proactive, forward-looking strategic initiatives that drive organizational change. See: Strategic Intent Model
Triggers: Events, insights, or conditions that prompt a response. See: https://orthogramic.atlassian.net/wiki/spaces/OM/pages/290914315 Trigger
Rationales: The reasoned justification for responding to a trigger or pursuing a strategic intent. See https://orthogramic.atlassian.net/wiki/spaces/OM/pages/289996835 Rationale
Responses: The aligned changes or activities, captured in other business architecture domains.
Performance Indicators: The quantifiable metrics used to evaluate the success, efficiency, or impact. See: https://orthogramic.atlassian.net/wiki/spaces/OM/pages/293077166 Performance indicators
This structured model enables traceable, auditable, and adaptive decision-making throughout the organisation.
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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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Each Strategic Intent includes:
A unique identifier (
intentID)A concise title describing the strategic initiative
A detailed description of the intent's purpose and scope
Reference to the strategic objective it supports
Classification of the opportunity type
Assessment of maturity and uncertainty levels
Estimated value and timeframe
Links to resulting strategic responses
Identified stakeholders and impacted capabilities
Enumeration Values
Opportunity Type
Innovation: Creating new products, services, or business modelsGrowth: Expanding market share, customer base, or revenue streamsEfficiency: Optimizing processes, reducing costs, or improving productivityResilience: Strengthening organizational adaptability or risk managementCompliance: Addressing regulatory requirements or industry standardsDifferentiation: Creating competitive advantage through unique capabilitiesSustainability: Enhancing environmental or social responsibility initiativesTransformation: Fundamentally changing organizational structure or operations
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Conceptual: Early-stage idea requiring significant developmentEmerging: Partially developed concept with initial validationEstablished: Well-defined approach with proven implementation methodsScaling: Successfully implemented and ready for broader adoptionOptimizing: Mature implementation focused on continuous improvement
Potential Value
Low: Incremental impact with limited organizational benefitsMedium: Moderate impact with significant benefits to specific domainsHigh: Substantial impact with organization-wide benefitsTransformative: Fundamental reshaping of organizational capabilities or market position
Uncertainty Level
Low: Well-understood implementation with predictable outcomesMedium: Some unknowns but manageable with existing approachesHigh: Significant unknowns requiring new methods or capabilitiesExperimental: Highly speculative with unpredictable outcomes and potential pivots
Strategic Response Status
Planned: Response defined but not yet initiatedIn Progress: Currently being implementedCompleted: Successfully implemented and operationalDeferred: Temporarily postponed but still intendedCancelled: Permanently stopped before completion
Strategic Intent Status
Proposed: Initial concept under evaluationActive: Approved and currently being pursuedCompleted: Successfully realized with objectives metAbandoned: Discontinued due to changed priorities or conditionsTransformed: Evolved into a different strategic intentSuperseded: Replaced by a newer strategic intent
Strategic Levers
Scale: Utilizing size, volume, or reach to create valueScope: Leveraging breadth of offerings or marketsDifferentiation: Creating unique value propositionsInnovation: Developing novel solutions or approachesEfficiency: Optimizing resource utilizationResilience: Strengthening adaptive capacityOther: 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)