Tim Lewko Strategy advisor to CEOs · Author of MOVE®

Idea 4 of 5

Strategy on one page, tied to the P&L.

Most companies have a strategy deck and a monthly pack. Different authors, different months, different numbers. The EBITDA goes missing in the gap between them.

The strategy is good and it sits in a binder. The numbers get reviewed and nothing gets decided. Ask where last year's target went and the honest answer is: into the space between two documents that were never the same document.

The EBITDA goes missing in the gap between the strategy deck and the monthly pack.

The fix is not a better deck. It is one page, two if you count execution, where the strategy and the P&L are the same thing. Where the company will make money, why it will win there, the handful of numbers that prove it, and beside each number, a name. Written by the executives who have to deliver it, in a day, on the company's own numbers, so they can defend it to a board because they built it.

Democratised

Every P&L owner runs the same page as the CEO. Not a head-office exercise rolled down as a deck. A regional vice president, a unit manager, a product line lead each has the same questions, the same format and their own numbers. Strategy stops being something done to the business and becomes something the business does.

Localised

Root cause is found where the variance lives. Four of eleven locations carry ninety percent of a regional margin shortfall; three share one distributor. A system-wide average hides that. A page per location shows it. Decisions stay local and accountable to the corporate strategy, which is not decentralised strategy; it is localised execution.

Monthly

Once a month, root cause and action on the two pages. The analysis arrives before the meeting; the meeting decides, assigns and dates. Intelligence rolls up from every owner. Owners receive the same page the CEO does: variance, root cause, decision, owner, date. If the company is off, everyone knows within thirty days, not at the year end.

Most companies cannot put that page on the table today. After one day in the room, most can.

From the book, chapter 3: if your executives cannot articulate the same strategy in the same way, you do not have a strategy. The seven MOVE tools are pragmatic question sets, and the answers fit on one page. No endless analysis.

The takeaway

One page. Where the money is, why you win, the numbers that prove it, a name beside each.

In action

the pages

Strategy and execution on a page for three illustrative companies, built in a day: an industrial, a franchisor and a PE-backed company. Where the number comes from, who owns each line, what got stopped, and what would make it wrong.

The questions

What this idea asks of a company.

  1. Show me the page where the strategy and the P&L are the same page.
  2. Who wrote it: the executive team, or someone they can blame?
  3. Which units, regions or product-markets are off this month, why, and what was decided?
  4. Are we measuring what actually matters, or what the system happens to report?

Talk to Tim.

A short note about the decision in front of you is enough. Tim replies personally.

tlewko@thinkingdimensions.ca

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MOVE® is available to license, embed or own. License MOVE  ·  Tim is CEO of Thinking Dimensions Global