| Table of Contents | ||
|---|---|---|
|
Introduction
The strategic response model in the Orthogramic Metamodel provides a structured, traceable way to represent how an organisation prepares for and reacts to specific events or conditions—referred to as triggers. These may be internal or external in origin and include changes such as new legislation, technological shifts, workforce disruptions, or emerging stakeholder expectations.
By defining strategic responses through the lens of business architecture domains, the strategic response model enables organisations to systematically assess the impact of a trigger across capabilities, value streams, services, policies, information assets, and stakeholders. It supports alignment of initiatives with strategic objectives and helps clarify the roles of organisation units in responding to change.
This composable artefact strengthens enterprise resilience, supports compliance, and informs forward planning by establishing a consistent format for understanding and managing business strategic responses.
Structure of the artefact
This section outlines how the strategic response model is composed within the Orthogramic Metamodel. It highlights the relationships between the trigger, the impacted organisational domains, and the strategic response artefact that provides a reusable and structured representation of the organisation's response.
...
Section
...
Description
...
Strategic response model trigger
...
A defined external or internal event. Example: Proposed national safety legislation for hazardous freight.
...
Impacted strategic drivers
...
One or more strategic objectives tagged as relevant to the trigger.
...
Key organisation units
...
Units tagged as responsible, dependent, or impacted based on capability and service roles.
...
Affected capabilities
...
Filtered based on alignment with strategic objectives or dependency relationships.
...
Service dependencies
...
Services required to respond to or deliver the desired outcome of the strategic response.
...
Value streams engaged
...
End-to-end business processes likely to be activated or altered.
...
Information requirements
...
Information assets needed to inform decisions or satisfy compliance.
...
Stakeholders
...
Primary stakeholders affected, mapped to expectations, engagement plans, or risks.
...
Policies and compliance
...
Policies that apply or must be created/updated.
...
Performance measures
...
KPIs that will demonstrate strategic response readiness or success.
...
Initiative/program links
...
Existing or proposed initiatives addressing the strategic response.
What is a Trigger?
A trigger is defined as a catalyst event—internal or external—that compels an organisation to adapt. It is not a standalone structural element but a contextual stimulus that prompts changes to strategy, activates capabilities, or demands cross-functional coordination. Triggers may include legislative changes, customer demands, or performance breaches.
A Trigger is not a standalone structural element of an organisation but an external or internal event, condition, or hypothesis that causes the organisation to:
Mobilise capabilities,
Evaluate policies,
Adjust strategies,
Initiate new initiatives,
Coordinate across services and information flows.
In the Orthogramic Metamodel:
Trigger is a supporting artifact, not a domain.
It is only relevant in the context of a
strategicResponseModel.
Example: Strategic Response Model Artefact
This section presents a detailed example of a strategic response model, illustrating how a specific trigger—such as the mandated use of AI in compliance reporting—activates relevant strategies, units, capabilities, and initiatives. It demonstrates the practical application of the artefact in real-world organisational strategic responses.
Strategic response model trigger: Mandatory introduction of AI-enabled safety compliance reporting
Strategic drivers:
Reduce regulatory breach risk
Improve transparency in safety inspections
Key units:
Safety Technology Division (owning unit of AI capability)
Operations (utilising unit for inspection automation)
Legal & Risk (dependent on compliance datasets)
Capabilities:
AI-driven compliance reporting (owned by Safety Tech)
Digital field inspection (provided by Operations)
Safety data analytics (supported by Risk & Legal)
Services:
Compliance assurance service
Safety incident triage
Value streams:
Rail infrastructure incident response
Annual compliance certification
Information:
Real-time safety telemetry
Historical incident database
Stakeholders:
Federal Transport Regulator
Union of Track Workers
Policies:
Data transparency policy
AI auditing standards
Performance KPIs:
% of safety incidents auto-classified
Mean response time to compliance events
Initiatives:
AI for Safety Program (current)
Transparent Audit Framework (proposed)
Strategic Response Model trigger catalogue
The trigger catalogue provides a curated and expanding set of predefined triggers that can be used to initiate strategic responses. Each trigger is tagged to relevant business architecture domains, enabling efficient strategic response planning and alignment across organisational activities.
...
Trigger Category
...
Example Triggers
...
Regulatory or compliance
...
New legislation, compliance audit mandate, data sovereignty changes
...
Technological change
...
AI rollout, cybersecurity breach, platform deprecation
...
Environmental & safety
...
Natural disaster preparedness, climate risk disclosures, workplace injury reform
...
Operational transformation
...
Business process outsourcing, shared services implementation, lean redesign
...
Strategic re-alignment
...
Mergers and acquisitions, board-level strategic pivot, budget realignment
...
Customer & stakeholder
...
Community expectations shift, digital service demand surge, key account loss
...
Workforce & skills
...
Critical skill shortage, union action, remote work policy adoption
...
Performance response
...
KPI threshold breach, repeated incident occurrence, audit fail
...
Political or social
...
Public inquiry, ministerial intervention, social licence erosion
...
Innovation-led opportunity
...
Grant funding availability, pilot program success, ecosystem partnership offer
Each strategic response triggered using this catalogue links back to relevant Orthogramic Metamodel domains—such as capabilities, services, initiatives, and stakeholders—to produce a dynamic view of organisational readiness and response.
Definition of strategicResponseModel as a composable artefact
This section formalises the strategic response model as composable within the Orthogramic Metamodel. It outlines the attributes required to define a model, including associated triggers, organisational roles, information dependencies, and KPIs, supporting reuse and integration across governance and planning tools.
...
Attribute
...
Type
...
Description
...
id
...
UUID
...
Unique strategic response model ID
...
title
...
Text
...
Human-readable name of the strategic response model
...
description
...
Text
...
Summary of the strategic response model’s purpose and scope
...
trigger
...
Link to Trigger entity
...
Source event or condition
...
relatedDrivers
...
List of StrategyDriver
...
Strategy elements influenced
...
affectedCapabilities
...
List of Capability
...
Impacted capabilities
...
relatedValueStreams
...
List of ValueStream
...
Value streams engaged
...
impactedUnits
...
List of OrganisationUnit
...
Units with strategic response model-specific roles
...
servicesInScope
...
List of Service
...
Services required or affected
...
dataDependencies
...
List of InformationAsset
...
Key information entities involved
...
policiesInScope
...
List of Policy
...
Applicable rules or regulations
...
stakeholders
...
List of Stakeholder
...
Stakeholders affected or involved
...
kpis
...
List of PerformanceMetric
...
Metrics used to assess strategic response model success
...
linkedInitiatives
...
List of Initiative
...
Programs or projects implementing the response
This format ensures that the strategic response definition is:
Declarative (not procedural or UI-specific),
Traceable (everything points to reusable metamodel entities),
Reusable (across tools, audits, planning activities).
Strategic Response Model JSON Schema
{ "$schema": "http://json-schema.org/draft/2020-12/schema", "$id": "https://orthogramic.org/schema/strategicResponseModel.json", "title": "strategicResponseModel", "type": "object", "required": ["id", "title", "trigger"], "properties": { "id": { "type": "string", "format": "uuid", "description": "Unique identifier for the strategicResponseModel" }, "title": { "type": "string", "description": "Short name for the strategicResponseModel" }, "description": { "type": "string", "description": "Narrative summary of the strategicResponseModel purpose and context" }, "trigger": { "$ref": "https://orthogramic.org/schema/trigger.json", "description": "Trigger event or condition linked to this strategicResponseModel" },
"justification": { "type": "string", "description": "Describes the business rationale for the strategic response, including reference to the trigger, affected capabilities or domains, and expected business impact."
}, "relatedDrivers": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Strategic drivers impacted by the strategicResponseModel" }, "affectedCapabilities": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Capabilities involved or stressed by the strategicResponseModel" }, "relatedValueStreams": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Value streams that must operate under the strategicResponseModel" }, "impactedUnits": { "type": "array", "items": { "type": "object", "required": ["unitId", "role"], "properties": { "unitId": { "type": "string", "format": "uuid" }, "role": { "type": "string", "enum": [ "Owning unit", "Utilising unit", "Providing unit", "Consuming unit", "Custodian unit", "Dependent unit", "Supported unit" ] } } }, "description": "Organisation units involved and their sstrategicResponseModel-specific roles" }, "servicesInScope": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Services affected, needed, or transformed by the strategicResponseModel" }, "dataDependencies": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Information assets or datasets involved" }, "policiesInScope": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Policies that govern the strategicResponseModel or require updating" }, "stakeholders": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Stakeholders directly impacted or involved" }, "kpis": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Performance metrics to track strategicResponseModel success or readiness" }, "linkedInitiatives": { "type": "array", "items": { "type": "string", "format": "uuid" }, "description": "Projects or programs that respond to the strategicResponseModel" } }}
Definition of trigger as a new open entity
Triggers are defined as a new open entity within the Orthogramic Metamodel, enabling them to be referenced independently and reused across strategic responses. Each trigger includes a unique identifier, category, description, and links to strategic responses in which it plays a role.
...
Attribute
...
Type
...
Description
...
id
...
UUID
...
Unique ID
...
label
...
Text
...
Short name (e.g. “Cybersecurity Incident”)
...
category
...
Enum
...
From defined set (e.g. Technological, Regulatory, etc.)
...
description
...
Text
...
Explanation of why this trigger matters
...
examplestrategicResponseModels
...
List of strategicResponseModel
...
Optional reverse reference
Trigger JSON Schema
...
| Table of Contents | ||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
|
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.
Each strategic response includes references to the triggers that prompted the change or the strategic intents that initiated it, along with the rationales that explain the basis for the response. Responses are associated with affected domains and are monitored through linked performance indicators, which define what success looks like and how progress is measured. These indicators support ongoing evaluation by including target values, baseline comparisons, timeframes, and data sources, enabling continuous assessment of strategic effectiveness.
This model supports continuous strategic alignment by documenting why a change occurred, how it was rationalised, and what was impacted and by how much—across strategies, capabilities, initiatives, policy, and organisational units.
Components of the strategic response model
The Strategic Response Model (SRM) links both proactive intentions and observed conditions—external and internal—to formal responses across Strategy, Capabilities, Policy, Initiatives, and other domains. It is comprised of four core elements:
Strategic Intent: Proactive, forward-looking strategic initiatives that drive organizational change.
Triggers: Events, insights, or conditions that prompt a response. See: Trigger
Rationales: The reasoned justification for responding to a trigger or pursuing a strategic intent. See 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: Performance indicators
This structured model enables traceable, auditable, and adaptive decision-making throughout the organisation.
Purpose
The SRM strengthens strategic governance by ensuring that:
Business responses are traceable to defined triggers or strategic intents
Rationales are explicitly captured and consistently structured
Impact across domains and organisational units is recorded
Organisational learning and auditability are enhanced
Proactive strategic planning is integrated with reactive responses
Structure
Each Strategic Response includes:
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
Affected domains
Strategic responses typically impact one or more of the following domains:
Strategy: adjustments to goals or strategic direction
Capabilities: development, enhancement, or decommissioning
Initiatives: programs or projects started or stopped
Policy: introduction or amendment of rules and frameworks
Performance: redefinition or reweighting of KPIs
Information: changes to how data is used or governed
Value Stream: refinements in end-to-end value delivery
Customer: changes to customer experience, segmentation, or journeys
Market: responses to competitive threats or market opportunities
Finance: adjustments to financial structures or investments
Risk Management: implementation of new controls or mitigation approaches
Supply Chain: changes to supplier networks, logistics, or inventory approaches
Innovation: adjustments to innovation processes, portfolios, or capabilities
Sustainability: changes to environmental, social, or governance approaches
People: modifications to workforce, culture, or competency frameworks
Technology: updates to applications, infrastructure, or technical standards
Channel: changes to distribution networks, partners, or integration approaches
Impacted organisational units
The impactedUnits array uses standardised relationship roles (as defined in the Inter-unit Domain Relationships model). See: Inter-unit domain relationships
Strategic intent model
The Strategic Intent Model provides a structured approach for capturing proactive, forward-looking strategic initiatives that drive organizational change. Unlike triggers which are reactive in nature, strategic intents represent deliberate organizational choices to pursue opportunities for innovation, growth, efficiency, or other strategic advantages.
Relationship with strategic responses
Strategic Intents have a one-to-many relationship with Strategic Responses. A single intent can spawn multiple coordinated responses across different domains and organizational units. This relationship is bidirectional, as Strategic Responses reference the Strategic Intent that initiated them through the intentReferences field.
Intent register
The organization maintains a Strategic Intent Register that catalogs all proactive strategic initiatives. This register enables:
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 to 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.
Domain-Specific Response Models
The Strategic Response Model has been extended to address domain-specific needs in Customer, Market, Finance, Risk Management, Supply Chain, Innovation, Sustainability, People, Technology, and Channel domains. These extensions provide specialized properties and enumerations to capture the unique aspects of strategic responses in each domain.
Customer-Related Strategic Responses
Customer-related strategic responses focus on addressing customer needs, behaviors, and journeys. They include specialized properties such as:
Customer segments targeted by the response
Customer outcomes resulting from the response
Customer experience changes implemented
Customer feedback mechanisms
Market-Related Strategic Responses
Market-related strategic responses address competitive positioning, market opportunities, or industry shifts. They include properties such as:
Markets targeted by the response
Competitors addressed by the response
Competitive advantage created or enhanced
Market position changes implemented
Competitive monitoring approaches
Finance-Related Strategic Responses
Finance-related strategic responses focus on financial structures, investments, or resource allocation. They include properties such as:
Financial outcomes resulting from the response
Required financial resources
Financial risk assessment
Financial review mechanisms
Risk Management-Related Strategic Responses
Risk-related strategic responses address risk prevention, mitigation, or transfer. They include properties such as:
Risk elements addressed by the response
Implemented controls
Risk monitoring approaches
Residual risk assessment
Supply Chain-Related Strategic Responses
Supply chain-related strategic responses focus on network design, supplier relationships, or logistics optimization. They include properties such as:
Supply chain elements addressed by the response
Supply chain changes implemented
Supply chain risks associated with the response
Stakeholder engagement approaches
Innovation-Related Strategic Responses
Innovation-related strategic responses focus on idea generation, experimentation, and innovation capabilities. They include properties such as:
Innovation elements addressed by the response
Innovation outcomes resulting from the response
Experimentation approaches implemented
Portfolio impact assessment
Innovation capability changes
Sustainability-Related Strategic Responses
Sustainability-related strategic responses focus on environmental, social, and governance dimensions. They include properties such as:
Sustainability elements addressed by the response
Environmental and social outcomes targeted
Stakeholder expectations being addressed
Compliance requirements being met
Climate scenario considerations
People-Related Strategic Responses
People-related strategic responses focus on workforce, culture, and organizational capabilities. They include properties such as:
Workforce elements addressed by the response
Cultural changes implemented
Talent development approaches
Knowledge management strategies
Competency framework adjustments
Technology-Related Strategic Responses
Technology-related strategic responses focus on systems, infrastructure, and technical standards. They include properties such as:
Technology elements addressed by the response
Architecture changes implemented
Technical debt impacts
Security enhancements
Integration approaches
Channel-Related Strategic Responses
Channel-related strategic responses focus on distribution networks, partners, and customer touchpoints. They include properties such as:
Channel elements addressed by the response
Channel configuration changes
Partner strategy adjustments
Omnichannel integration approaches
Distribution network optimizations
Strategic Response Model JSON Schema
The Strategic Response Model schema includes both core properties and domain-specific extensions. Here are the core properties:
Core properties
Property | Description | Example |
|---|---|---|
| A unique identifier for the strategic response. | SRM-2025-001 |
| A concise title summarizing the strategic response. | Enhance Data Security Measures |
| The classification of the response (e.g., Initiative, Policy Change, Capability Development). | Policy Change |
| A detailed explanation of the strategic response, its objectives, and scope. | Implement new data encryption protocols to comply with updated regulations. |
| An array of triggerIDs that initiated this strategic response. | ["TRG-EXT-2025-01", "TRG-INT-2025-03"] |
| An array of intentIDs that initiated this strategic response. | ["INT-2025-001", "INT-2025-002"] |
| An array of rationaleIDs providing justification for this response. | ["RAT-COMP-2025-02"] |
| Metrics or KPIs that will be used to measure the success of the strategic response. | ["KPI-SEC-2025-01", "KPI-SEC-2025-02"] |
| A list of business architecture domains impacted by this response (e.g., Capabilities, Services). | ["Capabilities", "Services"] |
| A reference or description of the plan outlining how the response will be executed. | Refer to Implementation Plan Document ID: IMP-2025-007 |
| A description of the anticipated results or benefits from implementing the response. | Improved compliance with data protection laws and reduced risk of data breaches. |
| Organisation units accountable for executing the strategic response. | ["Information Security Department"] |
| The planned start date for implementing the strategic response. | 2025-05-01 |
| The planned completion date for the strategic response. | 2025-12-31 |
| The current status of the strategic response (e.g., Planned, In Progress, Completed, Deferred, Cancelled). | Planned |
| The date when the strategic response record was last updated. | 2025-04-19 |
| An array of strategic priorities that this initiative supports. | ["Digital Transformation", "Customer Experience"] |
| A numeric rating (1-5) indicating how strongly this response aligns with the overall organizational strategy. Higher values represent stronger alignment. | 4 |
| A list of related initiatives that complement or support this response. | ["SRM-2025-002", "SRM-2025-007"] |
| The business mechanisms being utilized to effect change. | ["Differentiation", "Innovation"] |
| Categorization of the strategic timeframe this response addresses. | "Horizon 2" |
Strategic Intent Schema
Property | Description | Example |
|---|---|---|
| Unique identifier for the strategic intent | INT-2025-001 |
| Concise name describing the strategic intent | Cloud Infrastructure Modernization |
| Detailed explanation of the intent's purpose and scope | Proactive transformation of legacy systems to cloud-native architecture |
| Direct link to the relevant strategic objective | SO-2025-03 |
| Classification of opportunity type | Efficiency |
| Expected time horizon for realization | 18 months |
| Assessment of organizational readiness | Emerging |
| Estimated business value or impact | High |
| Assessment of associated risks and unknowns | Medium |
| Strategic responses initiated by this intent | ["SRM-2025-004", "SRM-2025-005"] |
| Key organizational units or roles championing the intent | ["CTO Office", "Cloud Center of Excellence"] |
| Capabilities expected to be affected | ["Application Hosting", "Data Management"] |
| An array of rationaleIDs providing justification for this intent | ["RAT-STRAT-2025-03"] |
| Metrics or KPIs that will be used to measure the success of the strategic intent | ["KPI-CLOUD-2025-01", "KPI-COST-2025-03"] |
| The current status of the strategic intent | Active |
| The date when the strategic intent record was last updated | 2025-04-20 |
Domain-Specific Response Schema Extensions
Customer-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Customer segments this response targets | ["CUST-SEG-001", "CUST-SEG-002"] |
| Specific customer outcomes resulting from this response | [{"outcomeDescription": "Improved mobile app experience", "targetValue": "90% satisfaction rating"}] |
| Specific changes to customer experience | [{"journeyStageID": "JOURNEY-STAGE-002", "changeDescription": "Simplified checkout process", "expectedImpact": "30% reduction in cart abandonment"}] |
| How customer feedback will be collected | "Post-implementation satisfaction surveys and app usage analytics" |
Market-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Markets this response addresses | ["MKT-ENTSW-001"] |
| Competitors this response addresses | ["CP-SFCRM-001"] |
| Competitive advantage created or enhanced | {"advantageType": "differentiation", "description": "Unique AI capabilities", "sustainability": "medium-term"} |
| Specific changes to market position | [{"marketID": "MKT-ENTSW-001", "changeDescription": "Expanded solution footprint"}] |
| How competitive reactions will be monitored | {"monitoringApproach": "Quarterly competitive analysis", "keyIndicators": ["Feature adoption", "Pricing changes"]} |
Finance-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Financial elements this response addresses | ["FIN-INV-001", "FIN-BUD-002"] |
| Specific financial outcomes resulting from this response | [{"outcomeDescription": "Reduced operational costs", "targetValue": "15% reduction", "realizationTimeline": "12 months"}] |
| Resources required for this response | {"budgetRequired": 750000, "fundingSources": [{"sourceName": "IT Capital Budget", "amount": 500000, "status": "secured"}]} |
| Assessment of financial risks | [{"riskDescription": "Implementation cost overrun", "potentialImpact": 150000, "likelihood": "Moderate", "mitigationStrategy": "Phased implementation with stage gates"}] |
| How financial performance will be reviewed | "Monthly cost-benefit analysis with quarterly executive review" |
Risk Management-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Risk elements this response addresses | ["RISK-CYBER-001", "RISK-COMP-002"] |
| Risk controls implemented by this response | [{"controlName": "Multi-factor Authentication", "controlDescription": "Requiring two authentication factors", "controlType": "preventive", "implementationStatus": "implemented"}] |
| Ongoing risk monitoring approaches | [{"monitoringMethod": "Security dashboard", "keyIndicators": ["Authentication failures", "Unusual access patterns"], "frequency": "continuous"}] |
| Assessment of risk remaining after response | "Low residual risk with quarterly reassessment" |
Supply Chain-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Supply chain elements this response addresses | ["SC-MFG-001", "SC-MFG-002"] |
| Specific supply chain outcomes resulting from this response | [{"outcomeDescription": "Reduced lead times", "targetValue": "30% reduction", "measurementApproach": "Order-to-delivery tracking"}] |
| Specific changes to supply chain configuration | [{"changeType": "network", "changeDescription": "Addition of regional distribution centers", "implementationApproach": "Phased deployment by region"}] |
| Risks related to the supply chain response | [{"riskDescription": "Supplier readiness delays", "likelihood": "moderate", "impact": "significant", "mitigationStrategy": "Early supplier engagement and readiness assessment"}] |
| Approach to engaging key stakeholders | {"keyStakeholders": [{"stakeholderName": "Key Suppliers", "stakeholderType": "supplier", "engagementApproach": "Quarterly executive briefings"}]} |
Innovation-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Innovations this response addresses | ["INN-DIGITAL-001", "INN-AI-003"] |
| Specific innovation outcomes resulting from this response | [{"outcomeDescription": "Accelerated product development cycle", "targetValue": "30% reduction in time-to-market", "measurementApproach": "Product development milestone tracking"}] |
| Changes to innovation capabilities | [{"capabilityArea": "Experimentation", "changeDescription": "Implementation of rapid testing framework", "expectedImpact": "50% more experiments per quarter"}] |
| How concepts will be tested | {"methodologyName": "Lean Startup", "keyMechanisms": ["Minimum viable products", "A/B testing"], "feedbackLoops": "Weekly insight sharing"} |
| How innovation portfolio is affected | {"balanceShift": "Increased exploration investments", "resourceReallocation": "15% shift from core to emerging innovations"} |
Sustainability-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Sustainability elements this response addresses | ["SUST-ENV-001", "SUST-SOC-002"] |
| Specific environmental outcomes from this response | [{"outcomeDescription": "Reduced carbon emissions", "targetValue": "25% reduction", "baselineValue": "Current emissions", "measurementApproach": "GHG Protocol"}] |
| Specific social outcomes from this response | [{"outcomeDescription": "Improved community engagement", "targetValue": "8 out of 10 community satisfaction score", "measurementApproach": "Annual community survey"}] |
| Stakeholder expectations being addressed | [{"stakeholderGroup": "Investors", "expectationDescription": "Enhanced ESG reporting transparency", "responseApproach": "Quarterly ESG metrics publication"}] |
| Sustainability compliance requirements addressed | [{"regulationName": "EU Corporate Sustainability Reporting Directive", "complianceApproach": "Enhanced data collection and verification processes"}] |
| Climate scenarios factored into response | {"scenarioTypes": ["1.5°C pathway", "2°C pathway"], "timeHorizons": ["2030", "2040", "2050"], "adaptationMeasures": ["Climate-resilient facilities"]} |
People-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| People elements this response addresses | ["PEOPLE-WORKFORCE-001", "PEOPLE-CULTURE-002"] |
| Specific workforce changes implemented | [{"changeArea": "Skills profile", "changeDescription": "Digital capability enhancement", "implementationApproach": "Training and strategic hiring", "expectedImpact": "80% of workforce with advanced digital skills"}] |
| Cultural development initiatives | {"focusAreas": ["Innovation mindset", "Collaborative work"], "developmentApproaches": ["Leadership modeling", "Recognition programs"], "measurementMechanisms": "Quarterly culture surveys"} |
| Approach to talent development | {"developmentMethodology": "70-20-10 learning model", "keyPrograms": ["Technical mentorship", "Leadership academy"], "evaluationApproach": "Skills assessment and career progression tracking"} |
| Strategy for managing knowledge | {"knowledgeAreas": ["Technical expertise", "Customer insights"], "captureApproaches": ["Communities of practice", "Documentation systems"], "transferMechanisms": "Cross-training programs"} |
| Updates to competency frameworks | [{"frameworkID": "COMP-ENG-001", "updateDescription": "Addition of AI/ML competencies", "implementationTimeframe": "Q3-Q4 2025"}] |
Technology-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Technology elements this response addresses | ["TECH-API-001", "TECH-CLOUD-002"] |
| Specific architecture changes implemented | [{"architectureLayer": "Integration", "changeDescription": "API-first approach implementation", "implementationApproach": "Incremental migration of legacy interfaces", "expectedImpact": "75% reduction in point-to-point integrations"}] |
| Impact on technical debt | {"debtReductionAreas": ["Legacy systems", "Manual processes"], "measurementApproach": "Technical debt ratio calculation", "projectedImprovement": "30% reduction in maintenance costs"} |
| Security improvements implemented | [{"securityDomain": "Access management", "enhancementDescription": "Zero-trust architecture implementation", "implementationApproach": "Phased rollout by business unit"}] |
| Integration approaches implemented | {"integrationPattern": "Event-driven architecture", "keyComponents": ["Event broker", "Microservices"], "governanceModel": "Federated integration team"} |
| Changes to technology standards | [{"standardID": "TECH-STD-003", "changeDescription": "Updated cloud deployment guidelines", "implementationTimeline": "Immediate for new projects, 12 months for existing systems"}] |
Channel-Related Strategic Response Schema Extensions
Property | Description | Example |
|---|---|---|
| Channels this response addresses | ["CHAN-RETAIL-001", "CHAN-DIGITAL-002"] |
| Specific channel outcomes | [{"outcomeDescription": "Improved channel consistency", "targetValue": "90% experience consistency across touchpoints", "measurementApproach": "Customer journey mapping and satisfaction tracking"}] |
| Specific changes to channel configuration | [{"changeType": "integration", "changeDescription": "Unified inventory visibility across channels", "implementationApproach": "Real-time inventory synchronization system", "expectedImpact": "30% reduction in stockouts"}] |
| Approach to engaging channel partners | {"partnerTypes": ["Distributors", "Retailers"], "engagementApproach": "Digital enablement program", "supportMechanisms": ["Partner portal", "Training academy"], "incentiveStructure": "Performance-based rewards"} |
| Omnichannel integration approach | {"integrationFocus": "Seamless customer experience", "keyIntegrationPoints": ["Cart preservation", "Customer recognition", "Fulfillment options"], "dataUnification": "Unified customer profiles and journey tracking"} |
| Distribution network optimization | {"networkChanges": ["Hub consolidation", "Last-mile partnerships"], "optimizationObjectives": ["Cost reduction", "Delivery speed"], "modelingApproach": "AI-powered network simulation"} |
Enumeration Values
Opportunity Type (Strategic Intent)
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
Maturity Level (Strategic Intent)
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 (Strategic Intent)
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 (Strategic Intent)
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)
Domain-Specific Response Types
Customer-Related Response Types
Customer_Experience_Initiative- Enhancing customer interactions and touchpointsCustomer_Retention_Program- Focused on keeping existing customersCustomer_Acquisition_Campaign- Targeting new customer segmentsCustomer_Journey_Redesign- Reimagining customer pathways and experiencesCustomer_Segment_Strategy- Approaches for specific customer groupsCustomer_Insight_Application- Leveraging customer data and feedbackCustomer_Technology_Implementation- New systems for customer engagement
Market-Related Response Types
Market_Entry- Moving into new market segments or geographiesMarket_Exit- Withdrawing from market segmentsCompetitive_Response- Reacting to competitor actionsProduct_Innovation- Creating new or enhanced offeringsRepositioning- Changing market position or perceptionMarket_Expansion- Growing presence in existing marketsDefensive_Action- Protecting market sharePartnership_Strategy- Collaborative market approachesPricing_Strategy- Changes to pricing modelsChannel_Strategy- Adjustments to distribution or sales channels
Finance-Related Response Types
Cost_Optimization- Reducing or realigning expensesInvestment_Strategy- Approach to capital allocationCapital_Structure_Change- Adjusting financing approachFinancial_Risk_Management- Addressing financial vulnerabilitiesBudget_Reallocation- Shifting resources between prioritiesFunding_Strategy- Approach to source and allocate fundingRevenue_Enhancement- Increasing or optimizing revenue streamsWorking_Capital_Management- Improving cash flow and liquidityFinancial_Restructuring- Reorganizing financial obligations
Risk Management-Related Response Types
Risk_Prevention- Preventing occurrence of risk eventsRisk_Mitigation- Reducing impact of potential risksRisk_Transfer- Shifting risk to other partiesRisk_Acceptance- Acknowledging and planning for accepted risksControl_Enhancement- Improving risk control mechanismsIncident_Response- Preparing for risk event managementBusiness_Continuity- Ensuring operations during disruptionsCompliance_Program- Meeting regulatory requirementsRisk_Governance- Improving risk management oversight
Supply Chain-Related Response Types
Network_Redesign- Restructuring supply chain configurationSupplier_Change- Modifying supplier relationshipsInventory_Strategy- Changing inventory management approachLogistics_Optimization- Improving transportation and distributionTechnology_Implementation- Adopting new supply chain technologiesProcess_Improvement- Enhancing supply chain workflowsRisk_Mitigation- Addressing supply chain vulnerabilitiesCost_Reduction- Decreasing supply chain expensesService_Enhancement- Improving fulfillment capabilitiesSustainability_Initiative- Improving environmental performance
Innovation-Related Response Types
Innovation_Program- Structured initiative to drive innovationInnovation_Culture_Change- Adjusting organizational culture for innovationInnovation_Capability_Building- Developing innovation capabilitiesPortfolio_Adjustment- Changing innovation portfolio compositionExperimentation_Framework- Creating or adjusting testing approachesIdea_Management_Enhancement- Improving idea capture and development
Sustainability-Related Response Types
Environmental_Initiative- Focused on environmental impact improvementSocial_Program- Addressing social responsibility dimensionsGovernance_Enhancement- Strengthening sustainability governanceClimate_Adaptation- Preparing for climate change impactsSustainability_Reporting_Improvement- Enhancing disclosure and reporting
People-Related Response Types
Talent_Initiative- Focused on developing or acquiring talentCulture_Change_Program- Transforming organizational cultureLeadership_Development- Enhancing leadership capabilitiesKnowledge_Retention_Program- Preserving critical organizational knowledgeWorkforce_Restructuring- Reorganizing workforce composition
Technology-Related Response Types
Technology_Modernization- Updating technology systemsSecurity_Remediation- Addressing security vulnerabilitiesTechnology_Standardization- Establishing consistent technology standardsPlatform_Consolidation- Reducing technology platform complexityDigital_Transformation- Comprehensive technology-enabled business change
Channel-Related Response Types
Channel_Expansion- Adding new distribution channelsChannel_Consolidation- Reducing or optimizing channel footprintPartner_Strategy_Change- Modifying approach to channel partnersDistribution_Network_Redesign- Restructuring physical distributionOmnichannel_Integration- Connecting multiple channels togetherChannel_Mix_Optimization- Adjusting balance between channels