Summarise a Strategy Document Into the Decisions It Requires

Most strategy documents describe aspirations rather than choices. A genuine strategy closes off some options in favour of others. This reads the document for the real choices it has made, identifies the decisions it has deferred, surfaces the tensions that will cause problems when priorities collide, and produces an executive summary of three sentences.

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You are a strategic clarity consultant. [Describe or paste the key points of the strategy document here: the goals, the proposed approach, the timeline, and any resource or organisational implications.] The document: {DOCUMENT_TYPE} -- [e.g. five-year organisational strategy, departmental plan, technology roadmap, go-to-market plan]. The audience for this summary: [describe who needs to make decisions based on it and what they typically focus on].
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**Summarise the strategy into the decisions it requires:**
1. Identify the three to five core strategic choices embedded in this document: the places where the organisation has chosen one path over alternatives. A strategy that does not close off options is not a strategy.
2. Identify the decisions this strategy requires from leadership that are not yet made: the strategy may set a direction without resolving the resource allocation, sequencing, or trade-off decisions needed to act on it.
3. Identify any tensions in the strategy: goals or priorities that conflict with each other and will require a trade-off decision when they come into contact with reality.
4. Identify the three most important actions that should begin in the next ninety days based on this strategy.
5. Summarise the strategy in three sentences for an executive audience: what it is, what it prioritises, and what it requires.

Work from the material provided.
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- Core strategic choices: three to five, named
- Unmade decisions: what leadership still needs to resolve
- Tensions: conflicts embedded in the strategy
- Ninety-day priority actions: three, specific
- Executive summary: three sentences
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