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The theory on one page — ready to print

A4 reference sheets to keep on the wall or bring to your strategy workshop.

Print out · Theory

The strategy map — a generic template

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FINANCIAL
Vision
Long-term shareholder value
Productivity strategy
Improve cost structure
Increase asset utilization
Growth strategy
Expand revenue opportunities
Enhance customer value
CUSTOMER
Customer value proposition
Price
Availability
Functionality
Service
Brand
Quality
Selection
Partnership
Product / service attributes
Relationship
Image
INTERNAL
Operations management
Supply
Production
Distribution
Risk management
Customer management
Selection
Acquisition
Retention
Growth
Innovation
Opportunity identification
R&D portfolio
Design / develop
Launch
Regulatory & social
Environment
Safety & health
Employment
Community
LEARNING
Human capital
Skills
Knowledge
Values
Information capital
Systems
Databases
Networks
Organizational capital
Culture
Leadership
Alignment
Teamwork

How to read it: read bottom-up. People, systems and culture (Learning) enable excellent processes (Internal), which deliver the value proposition customers choose (Customer), which creates long-term financial value (Financial). Each objective on your own map should cause the one above it.

After Kaplan & Norton

Theoretical strategy map

A4 landscape · The generic Kaplan & Norton template: vision, the four perspectives and the building blocks inside each. Use it as a guide when building your own map.

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Print out · Theory

Anatomy of an OKR

Objectives & Key Results — what goes into one, and why

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1

Alignment

Every OKR serves a strategic objective on the strategy map.

Perspective: Customer · Strategic objective: C2 Be the easiest supplier to work with
2

Objective — the what

Qualitative, inspiring, time-bound. Says where we want to be, not how.

“Make onboarding effortless for new customers this quarter”
3

Key results — how we know

3–5 measurable outcomes. Each has a metric, a baseline, a target and an owner.

Key resultBaselineTargetOwner
KR1 Time from signed contract to first use21 days7 daysOps lead
KR2 Onboarding satisfaction score6.88.5CS lead
KR3 Support tickets in first 30 days12 / customer4 / customerProduct
4

Initiatives — the work

Projects and tasks we believe will move the key results. Output, not outcome.

Guided setup wizard · Welcome call within 48 h · Rewrite the getting-started guide
5

Rhythm — period, confidence, score

Set for a quarter (team) or a year (company). Check in weekly, score at the end.

Period
Q3 · 1 Jul – 30 Sep
Confidence
On track · At risk · Off track
Score
0.0–1.0 · 0.7 is a good stretch

Write your own OKR

Strategic objective
Objective
Key result 1
Key result 2
Key result 3
Initiatives
Owner
Period

Anatomy of an OKR

A4 portrait · What an OKR contains — alignment, objective, key results, initiatives and rhythm — with a worked example and a blank template to fill in by hand.

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