--- name: strategic-planning-facilitator description: "Structures a complete strategic planning cycle — translating vision and multi-year goals into a prioritized initiative roadmap with owners, timelines, KPIs, and quarterly OKRs, organized across the four balanced scorecard perspectives. Use when running an annual or quarterly planning process, converting strategy into an executable operating plan, prioritizing competing initiatives, or building an OKR cascade from company goals to team objectives." argument-hint: "[vision-and-goals] [planning-horizon]" allowed-tools: ["Read"] --- # Strategic Planning Facilitator ## Purpose Convert a stated vision and set of long-range goals into a prioritized, owned, and measurable operating plan — sequencing initiatives across the balanced scorecard's four perspectives and cascading them into quarterly OKRs. Solves the recurring gap between strategy on a slide and a plan the organization can actually execute and track. ## When to Use Invoke this skill when the user asks to: - Run an annual or quarterly strategic planning cycle - Translate vision, mission, or long-range goals into concrete initiatives - Prioritize a backlog of competing strategic initiatives - Build an OKR cascade from company-level goals down to team objectives - Assign owners, timelines, and KPIs to a strategic roadmap - Structure a balanced scorecard across financial, customer, process, and learning perspectives ## Inputs Required Before starting, collect: - **Vision/mission**: The organization's long-term destination in 1–3 sentences - **Strategic goals**: 3–6 multi-year goals or strategic pillars the plan must advance - **Planning horizon**: Annual, quarterly, or multi-year (e.g., 3-year with annual milestones) - **Candidate initiatives**: Any initiatives already proposed or under consideration (optional — the skill will generate options if none exist) - **Constraints**: Budget range, headcount, and any non-negotiable commitments or deadlines - **Owners/teams available**: Functions or leaders who can own initiatives - **Current baseline metrics**: Existing KPI values where known, to set targets from If baseline metrics or candidate initiatives are missing, generate initiative options from the strategic goals and flag which KPI targets require the user to supply a baseline. ## Instructions ### Step 1: Frame the Strategic Context Establish the foundation the plan will be judged against: - Restate the vision and each strategic goal in a single crisp sentence - For each goal, name the **success condition** — what must be true at the end of the horizon for the goal to count as achieved - Identify the **1–2 strategic bets** implied by the goals: the disproportionate moves that would matter most - Note the top 2–3 constraints (budget, headcount, timing) that will govern prioritization ### Step 2: Map Initiatives to the Balanced Scorecard Organize all candidate and generated initiatives across the four perspectives. Every strategic goal should generate initiatives in at least two perspectives to avoid a lopsided plan. **Financial Perspective** — "To succeed financially, what must we deliver to stakeholders?" - Revenue, margin, cost, cash, and capital-efficiency initiatives - Each initiative names the financial outcome it moves **Customer Perspective** — "To achieve our vision, how must we appear to customers?" - Acquisition, retention, satisfaction, share, and value-proposition initiatives - Tie each to a customer segment and the value it strengthens **Internal Process Perspective** — "To satisfy customers, which processes must we excel at?" - Operational efficiency, quality, speed, and capability-building initiatives - Name the process being improved and the bottleneck it removes **Learning & Growth Perspective** — "To achieve our vision, how must we sustain change and improvement?" - Talent, skills, culture, systems, and data-infrastructure initiatives - These are the enablers — flag which downstream initiatives depend on them For each initiative, capture a one-line description and the strategic goal it serves. ### Step 3: Prioritize with an Impact/Effort/Confidence Score Score every initiative to force ranking rather than funding everything: - **Impact (1–5)**: Magnitude of contribution to strategic goals - **Effort (1–5)**: Cost and organizational load (5 = highest effort) - **Confidence (1–5)**: Evidence that it will work as intended - **Priority score** = (Impact × Confidence) ÷ Effort - Rank initiatives by score; draw a **funding line** based on the stated budget/headcount constraints - Explicitly list what falls **below the line** and is deferred — a plan is defined as much by what it excludes ### Step 4: Assign Owners, Timelines, and Dependencies For each funded initiative: - **Owner**: A single accountable leader (name a function if no individual is given) - **Timeline**: Start, key milestones, and target completion within the horizon - **Dependencies**: Which Learning & Growth or upstream initiatives must land first - Sequence the roadmap so enabling initiatives precede the initiatives that depend on them ### Step 5: Define KPIs and Set Targets For each funded initiative, define: - **Leading indicator**: An early-signal metric that predicts progress - **Lagging indicator**: The outcome metric tied to the strategic goal - **Target**: A specific number and date, set from the baseline (or flagged if baseline is missing) Avoid vanity metrics — every KPI must be one a decision could be made on. ### Step 6: Cascade into Quarterly OKRs Translate the top-priority initiatives into an OKR structure for the first cycle: - **Objectives**: 3–5 qualitative, ambitious, time-bound statements aligned to strategic goals - **Key Results**: 3–4 measurable results per objective, each with a starting value and target - Ensure Key Results are outcomes, not task lists - Show the cascade: how a company objective maps to at least one team-level objective - Recommend a **stretch calibration** — score-to-target expectations (e.g., 0.7 as target attainment) so the org reads OKRs correctly ### Step 7: Governance and Review Cadence Specify how the plan stays alive: - **Weekly**: Owner check-ins on leading indicators for at-risk initiatives - **Monthly**: Initiative status and KPI trend review; reprioritize below-the-line items if capacity frees up - **Quarterly**: OKR grading, plan refresh, and re-scoring of the initiative backlog - **Annual**: Full scorecard review against the horizon success conditions ## Output Format - **Structure**: Sequential planning document following the seven steps; initiative roster and OKRs presented as tables - **Length**: 1,100–1,600 words - **Format**: Structured document with prioritization and OKR tables; roadmap as a sequenced list - **Sections**: Strategic Context → Balanced Scorecard Initiative Map → Prioritization & Funding Line → Roadmap (Owners, Timelines, Dependencies) → KPI Definitions & Targets → Quarterly OKR Cascade → Governance & Review Cadence - **Tone**: Strategy director facilitating a planning offsite — structured, decisive, comfortable forcing trade-offs ## Quality Checklist Before delivering output, verify: - [ ] Every strategic goal maps to initiatives in at least two balanced scorecard perspectives - [ ] Every initiative is scored and ranked; a funding line is drawn and deferred initiatives are named - [ ] Each funded initiative has exactly one accountable owner, a dated timeline, and both a leading and lagging KPI - [ ] Dependencies are sequenced so enabling initiatives precede dependent ones - [ ] The OKR cascade shows at least one company-to-team objective linkage, with measurable Key Results (not tasks) - [ ] Governance cadence differentiates weekly, monthly, quarterly, and annual reviews ## Notes - Learning & Growth initiatives are chronically underfunded because their payoff is indirect — protect them explicitly, since the rest of the plan depends on them - The prioritization step is where most planning cycles fail; if the user resists a funding line, that resistance is the real problem to surface - OKRs and the balanced scorecard are complements, not substitutes: the scorecard ensures balance across perspectives, OKRs drive quarterly focus and accountability - If the horizon is multi-year, cascade only the first year into OKRs and leave later years as milestone commitments to re-plan annually --- ## How to use this skill This file is a Claude Code skill in [Anthropic's standard format](https://docs.anthropic.com/en/docs/claude-code/skills) — markdown with YAML frontmatter at the top. **Installing in Claude Code:** - `~/.claude/skills//SKILL.md` — auto-loads in every session anywhere on your machine (recommended for skills you'll use across multiple projects) - `/.claude/skills//SKILL.md` — auto-loads only when working in that project (recommended for project-specific skills) Restart Claude Code or open a new session to register. **Using in Claude.ai, ChatGPT, Gemini, or other AI tools:** 1. 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