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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.
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Section
...
Description
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Strategic response model trigger
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A defined external or internal event. Example: Proposed national safety legislation for hazardous freight.
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Impacted strategic drivers
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One or more strategic objectives tagged as relevant to the trigger.
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Key organisation units
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Units tagged as responsible, dependent, or impacted based on capability and service roles.
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Affected capabilities
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Filtered based on alignment with strategic objectives or dependency relationships.
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Service dependencies
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Services required to respond to or deliver the desired outcome of the strategic response.
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Value streams engaged
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End-to-end business processes likely to be activated or altered.
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Information requirements
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Information assets needed to inform decisions or satisfy compliance.
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Stakeholders
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Primary stakeholders affected, mapped to expectations, engagement plans, or risks.
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Policies and compliance
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Policies that apply or must be created/updated.
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Performance measures
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KPIs that will demonstrate strategic response readiness or success.
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Initiative/program links
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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
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Example Triggers
...
Regulatory or compliance
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New legislation, compliance audit mandate, data sovereignty changes
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Technological change
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AI rollout, cybersecurity breach, platform deprecation
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Environmental & safety
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Natural disaster preparedness, climate risk disclosures, workplace injury reform
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Operational transformation
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Business process outsourcing, shared services implementation, lean redesign
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Strategic re-alignment
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Mergers and acquisitions, board-level strategic pivot, budget realignment
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Customer & stakeholder
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Community expectations shift, digital service demand surge, key account loss
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Workforce & skills
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Critical skill shortage, union action, remote work policy adoption
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Performance response
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KPI threshold breach, repeated incident occurrence, audit fail
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Political or social
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Public inquiry, ministerial intervention, social licence erosion
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Innovation-led opportunity
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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.
Relationship with Rationales
Rationales play an important role in classifying and organising strategic responses. Ensure that the trigger catalogue—which lists common environmental or operational triggers prompting strategic responses—is up to date. Reference to the trigger catalogue 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.
DriverType values for rationales
SRM trigger catalogue as an enumeration list of driverType values for rationales. For example:
"driverType": { "type": "string", "enum": [ "Regulatory change", "Customer demand shift", "Operational risk", "Technology obsolescence", "Performance shortfall", "Cost pressure", "Workforce change", "Stakeholder expectation", "Market opportunity" ], "description": "High-level driver category that provides the basis for the rationale."
}
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.
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Attribute
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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
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Impacted capabilities
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relatedValueStreams
...
List of ValueStream
...
Value streams engaged
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impactedUnits
...
List of OrganisationUnit
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Units with strategic response model-specific roles
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servicesInScope
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List of Service
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Services required or affected
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dataDependencies
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List of InformationAsset
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Key information entities involved
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policiesInScope
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List of Policy
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Applicable rules or regulations
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stakeholders
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List of Stakeholder
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Stakeholders affected or involved
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kpis
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List of PerformanceMetric
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Metrics used to assess strategic response model success
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linkedInitiatives
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List of Initiative
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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" },
"rationale": {
"type": "string",
"description": "Describes the business rationale for the strategic response, including reference to the trigger, affected capabilities or domains, and expected business impact."
"triggerId": {
"type": "string",
"description": "Reference to the specific trigger prompting this response." }, "driverType": { "type": "string", "description": "Generalised driver category derived from the SRM trigger catalogue." }, "rationale": { "type": "string", "description": "Explanation of why this response is necessary in light of the identified trigger." } }, "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 strategicResponseModel-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.
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Attribute
...
Type
...
Description
...
id
...
UUID
...
Unique ID
...
label
...
Text
...
Short name (e.g. “Cybersecurity Incident”)
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category
...
Enum
...
From defined set (e.g. Technological, Regulatory, etc.)
...
description
...
Text
...
Explanation of why this trigger matters
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examplestrategicResponseModels
...
List of strategicResponseModel
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Optional reverse reference
Trigger JSON Schema
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Strategic Response Model
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
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.
Domain-Specific Rationale Types
The rationale types vary across domains to reflect different justification patterns:
Customer Domain Rationale Types
Customer_Needs_Based- Addressing explicit customer requirementsMarket_Trends_Based- Responding to changing customer behaviorsCustomer_Experience_Enhancement- Improving customer interactionsCustomer_Feedback_Response- Addressing customer inputCustomer_Retention_Focus- Keeping existing customersCustomer_Acquisition_Focus- Gaining new customers
Market Domain Rationale Types
Competitive_Response- Reacting to competitor actionsMarket_Opportunity- Pursuing new market openingsDefensive_Position- Protecting market shareIndustry_Adaptation- Adjusting to industry changesGrowth_Initiative- Expanding market presenceInnovation_Imperative- Responding to market innovation needsConsolidation_Strategy- Optimizing market positions
Finance Domain Rationale Types
Financial_Performance_Improvement- Enhancing financial metricsCost_Optimization- Reducing or reallocating costsInvestment_Justification- Supporting investment decisionsCapital_Allocation- Guiding resource allocationFinancial_Risk_Management- Mitigating financial risksResource_Prioritization- Determining resource prioritiesFinancial_Sustainability- Ensuring long-term viability
Risk Management Domain Rationale Types
Risk_Prevention- Preventing risk eventsRisk_Mitigation- Reducing risk impactRisk_Transfer- Shifting risk to other partiesRisk_Acceptance- Acknowledging and allowing riskControl_Enhancement- Improving risk controlsResponse_Planning- Preparing for risk eventsCompliance_Management- Meeting risk requirements
Supply Chain Domain Rationale Types
Disruption_Response- Addressing supply chain disruptionsNetwork_Optimization- Improving supply chain structureCost_Reduction- Decreasing supply chain costsService_Improvement- Enhancing service levelsRisk_Mitigation- Reducing supply chain risksCapability_Development- Building supply chain capabilitiesTechnology_Adoption- Implementing new technologies
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, and Supply Chain 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
Strategic Response Model JSON Schema
The Strategic Response Model schema includes both core properties and domain-specific extensions. Here are the core properties:
Field | Description | Example |
|---|---|---|
responseID | A unique identifier for the strategic response. | SRM-2025-001 |
responseTitle | A concise title summarizing the strategic response. | Enhance Data Security Measures |
responseType | The classification of the response (e.g., Initiative, Policy Change, Capability Development). | Policy Change |
responseDescription | A detailed explanation of the strategic response, its objectives, and scope. | Implement new data encryption protocols to comply with updated regulations. |
triggerReferences | An array of triggerIDs that initiated this strategic response. | ["TRG-EXT-2025-01", "TRG-INT-2025-03"] |
intentReferences | An array of intentIDs that initiated this strategic response. | ["INT-2025-001", "INT-2025-002"] |
rationaleReferences | An array of rationaleIDs providing justification for this response. | ["RAT-COMP-2025-02"] |
performanceIndicatorReferences | Metrics or KPIs that will be used to measure the success of the strategic response. | ["KPI-SEC-2025-01", "KPI-SEC-2025-02"] |
affectedDomains | A list of business architecture domains impacted by this response (e.g., Capabilities, Services). | ["Capabilities", "Services"] |
implementationPlan | A reference or description of the plan outlining how the response will be executed. | Refer to Implementation Plan Document ID: IMP-2025-007 |
expectedOutcomes | A description of the anticipated results or benefits from implementing the response. | Improved compliance with data protection laws and reduced risk of data breaches. |
responsibleOrgUnits | Organisation units accountable for executing the strategic response. | ["Information Security Department"] |
startDate | The planned start date for implementing the strategic response. | 2025-05-01 |
endDate | The planned completion date for the strategic response. | 2025-12-31 |
status | The current status of the strategic response (e.g., Planned, In Progress, Completed, Deferred, Cancelled). | Planned |
lastUpdated | The date when the strategic response record was last updated. | 2025-04-19 |
strategicThemes | An array of strategic priorities that this initiative supports. | ["Digital Transformation", "Customer Experience"] |
alignmentStrength | A numeric rating (1-5) indicating how strongly this response aligns with the overall organizational strategy. Higher values represent stronger alignment. | 4 |
adjacentInitiatives | A list of related initiatives that complement or support this response. | ["SRM-2025-002", "SRM-2025-007"] |
strategicLevers | The business mechanisms being utilized to effect change. | ["Differentiation", "Innovation"] |
strategicHorizon | Categorization of the strategic timeframe this response addresses. | "Horizon 2" |
Strategic Intent Schema
Field | Description | Example |
|---|---|---|
intentID | Unique identifier for the strategic intent | INT-2025-001 |
title | Concise name describing the strategic intent | Cloud Infrastructure Modernization |
description | Detailed explanation of the intent's purpose and scope | Proactive transformation of legacy systems to cloud-native architecture |
strategicObjectiveReference | Direct link to the relevant strategic objective | SO-2025-03 |
opportunityType | Classification of opportunity type | Efficiency |
targetTimeframe | Expected time horizon for realization | 18 months |
maturityLevel | Assessment of organizational readiness | Emerging |
potentialValue | Estimated business value or impact | High |
uncertaintyLevel | Assessment of associated risks and unknowns | Medium |
responseReferences | Strategic responses initiated by this intent | ["SRM-2025-004", "SRM-2025-005"] |
responsibleStakeholders | Key organizational units or roles championing the intent | ["CTO Office", "Cloud Center of Excellence"] |
businessCapabilitiesImpacted | Capabilities expected to be affected | ["Application Hosting", "Data Management"] |
rationaleReferences | An array of rationaleIDs providing justification for this intent | ["RAT-STRAT-2025-03"] |
performanceIndicatorReferences | Metrics or KPIs that will be used to measure the success of the strategic intent | ["KPI-CLOUD-2025-01", "KPI-COST-2025-03"] |
status | The current status of the strategic intent | Active |
lastUpdated | The date when the strategic intent record was last updated | 2025-04-20 |
Domain-Specific Response Schema Extensions
Customer-Related Strategic Response Schema Extensions
Field | Description | Example |
|---|---|---|
customerSegmentIDs | Customer segments this response targets | ["CUST-SEG-001", "CUST-SEG-002"] |
customerOutcomes | Specific customer outcomes resulting from this response | [{"outcomeDescription": "Improved mobile app experience", "targetValue": "90% satisfaction rating"}] |
customerExperienceChanges | Specific changes to customer experience | [{"journeyStageID": "JOURNEY-STAGE-002", "changeDescription": "Simplified checkout process", "expectedImpact": "30% reduction in cart abandonment"}] |
customerFeedbackMechanism | How customer feedback will be collected | "Post-implementation satisfaction surveys and app usage analytics" |
Market-Related Strategic Response Schema Extensions
Field | Description | Example |
|---|---|---|
marketIDs | Markets this response addresses | ["MKT-ENTSW-001"] |
competitorIDs | Competitors this response addresses | ["CP-SFCRM-001"] |
competitiveAdvantage | Competitive advantage created or enhanced | {"advantageType": "differentiation", "description": "Unique AI capabilities", "sustainability": "medium-term"} |
marketPositionChanges | Specific changes to market position | [{"marketID": "MKT-ENTSW-001", "changeDescription": "Expanded solution footprint"}] |
competitiveMonitoring | How competitive reactions will be monitored | {"monitoringApproach": "Quarterly competitive analysis", "keyIndicators": ["Feature adoption", "Pricing changes"]} |
Finance-Related Strategic Response Schema Extensions
Field | Description | Example |
|---|---|---|
financeIDs | Financial elements this response addresses | ["FIN-INV-001", "FIN-BUD-002"] |
financialOutcomes | Specific financial outcomes resulting from this response | [{"outcomeDescription": "Reduced operational costs", "targetValue": "15% reduction", "realizationTimeline": "12 months"}] |
financialResources | Resources required for this response | {"budgetRequired": 750000, "fundingSources": [{"sourceName": "IT Capital Budget", "amount": 500000, "status": "secured"}]} |
financialRiskAssessment | Assessment of financial risks | [{"riskDescription": "Implementation cost overrun", "potentialImpact": 150000, "likelihood": "Moderate", "mitigationStrategy": "Phased implementation with stage gates"}] |
financialReviewMechanism | How financial performance will be reviewed | "Monthly cost-benefit analysis with quarterly executive review" |
Risk Management-Related Strategic Response Schema Extensions
Field | Description | Example |
|---|---|---|
riskIDs | Risk elements this response addresses | ["RISK-CYBER-001", "RISK-COMP-002"] |
implementedControls | Risk controls implemented by this response | [{"controlName": "Multi-factor Authentication", "controlDescription": "Requiring two authentication factors", "controlType": "preventive", "implementationStatus": "implemented"}] |
riskMonitoring | Ongoing risk monitoring approaches | [{"monitoringMethod": "Security dashboard", "keyIndicators": ["Authentication failures", "Unusual access patterns"], "frequency": "continuous"}] |
residualRiskAssessment | Assessment of risk remaining after response | "Low residual risk with quarterly reassessment" |
Supply Chain-Related Strategic Response Schema Extensions
Field | Description | Example |
|---|---|---|
supplyChainIDs | Supply chain elements this response addresses | ["SC-MFG-001", "SC-MFG-002"] |
supplyChainOutcomes | Specific supply chain outcomes resulting from this response | [{"outcomeDescription": "Reduced lead times", "targetValue": "30% reduction", "measurementApproach": "Order-to-delivery tracking"}] |
supplyChainChanges | Specific changes to supply chain configuration | [{"changeType": "network", "changeDescription": "Addition of regional distribution centers", "implementationApproach": "Phased deployment by region"}] |
supplyChainRisks | Risks related to the supply chain response | [{"riskDescription": "Supplier readiness delays", "likelihood": "moderate", "impact": "significant", "mitigationStrategy": "Early supplier engagement and readiness assessment"}] |
stakeholderEngagement | Approach to engaging key stakeholders | {"keyStakeholders": [{"stakeholderName": "Key Suppliers", "stakeholderType": "supplier", "engagementApproach": "Quarterly executive briefings"}]} |
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 updates
Strategic Response Model Schema Updates
Add new Innovation-Related Strategic 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
Add Innovation-specific properties to the Strategic Response schema:
innovationIDs: Array of string - Innovations this response addressesinnovationOutcomes: Array of objects - Specific innovation outcomesinnovationCapabilityChanges: Array of objects - Changes to innovation capabilitiesexperimentationApproach: Object - How concepts will be testedportfolioImpact: Object - How innovation portfolio is affected
Add Innovation domain to
affectedDomainsenum values in the Strategic Response Model.
Sustainability updates
Strategic Response Model Schema Updates:
Add "Sustainability" to
affectedDomainsenum valuesAdd a
sustainabilityElementReferencesarray to track affected sustainability elementsAdd sustainability-specific response types:
"Environmental_Initiative"
"Social_Program"
"Governance_Enhancement"
"Climate_Adaptation"
"Sustainability_Reporting_Improvement"
Add
climateScenarioReferencefor responses to climate-related triggersAdd
sustainabilityPerformanceIndicatorsto track ESG-specific metricsUpdate
strategicThemesto include sustainability-focused themes like "Climate_Action", "Circular_Economy", "Inclusive_Workplace"
People updates
Strategic Response Model Schema Updates
Add "People" to
affectedDomainsenum valuesAdd a
peopleElementReferencesarray to track affected people elementsAdd people-specific response types:
"Talent_Initiative"
"Culture_Change_Program"
"Leadership_Development"
"Knowledge_Retention_Program"
"Workforce_Restructuring"
Update
strategicThemesto include people-focused themes like "Talent_Development", "Culture_Transformation", "Knowledge_Management"