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The Strategic Response Model connects the an organisation’s awareness of environmental internal or internal triggers external conditions to structured decision-making. By linking triggers—whether reactive events or proactive strategic intents—to clearly justified actions, the model ensures that responses are purposeful, traceable, and measurable. It enables traceable, multi-perspective justification for strategic initiatives, ensuring performance can be evaluated and further decisions made with confidence. This model is foundational in operationalising strategy across federated or complex organisations.reasoning, supports performance evaluation, and allows decisions to be revisited and refined over time.
Strategic responses are not ad hoc reactions. They are anchored in clearly articulated rationales and driven by triggers that may arise from regulatory, stakeholder, operational, or environmental sources. This structure ensures initiatives are justifiable, measurable, and—if necessary—repeatable or adaptable through cyclical learning.. Each one is grounded in an articulated rationale and initiated by a defined trigger, such as regulatory change, stakeholder concern, operational need, or long-term strategic ambition. The model provides a consistent structure for translating these drivers into coordinated action.
Purpose - Enhanced Benefits
Strategic governance of the organisation is enhanced by the Strategic Response Model, ensuring that:
Strategic responses are explicitly connected to organisational 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
Strategic Intent
Strategic intents define proactive, forward-looking initiatives that drive organisational change. Unlike reactive triggers, they represent deliberate choices to pursue innovation, growth, efficiency, or strategic advantage. They provide essential direction and context to the response model, influencing what kinds of actions are prioritised. Intents ensure that each response is aligned to broader organisational ambition. Intents may span multiple domains and units, and the Strategic Response Model explicitly references them to maintain strategic alignment.
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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
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