The chain — from strategy to roadmap
The platform is not a collection of separate forms. The worksheets form a chain in which each layer delivers building blocks for the next.
The sequence
1. Intake The engagement starts with the intake: the agreements up front in three sections — why now, what do we agree, with whom and how — with an approval as a registration and an engagement confirmation as a PDF. The phase bar shows Intake › Canvas › Handover.
2. Canvas and dossier The canvas carries the organisation details and the occasion from the intake: country, scope, industry, type of transformation (at most three), size and occasion. These go to the AI as context. Underneath hangs the dossier: the customer's documents (annual reports, process descriptions, architecture diagrams, research reports). These are indexed automatically, so that the AI can later draw on them with justification. The dossier is the evidence layer under everything that follows. The main canvas shows where you stand: three numbered steps, the strategy at the top, per analysis area the progress and one next action.
3. Strategy — the framework Mission, vision, ambition, core values, SWOT and the strategic themes with their critical success factors and KPIs. This worksheet is the anchor: the themes you set here come back in several places in the platform as an attachment point. Each theme gets a goal, and at the theme you record which worksheets it applies to; AI can propose those links, and accepting only adds. On Guiding principles and the four operational worksheets this framework sits in a side panel behind the Strategic framework button: the themes and principles of that worksheet, each theme with its goal.
4. Guiding principles — the rules of the game Guiding principles with their reason and what they stop, start and continue, linked to the strategic themes. They form the framework within which improvement actions are later assessed.
5. The four operational worksheets Customers, Processes, People and IT all follow the same pattern in four steps:
- Take inventory — what is there? (dimensions, processes and organisation, leadership and culture, IT landscape)
- Issues — what hurts, and where exactly?
- Analyse — what coherence is there in those issues? Here the AI clusters loose signals into themes and patterns. You can have duplicate issues merged; the originals remain stored in an archive.
- Formulate improvement actions — what are we going to do about it?
These four worksheets are equal in standing and all produce improvement actions.
6. Capabilities — the bridge Organisational capabilities are linked to strategic themes, with a current and a desired maturity level. The difference between them is a gap, and to that gap you attach coverage (initiatives). The capability model belongs to the synthesis of the main canvas. A capability that has not yet been filled in does not count as being at target level.
7. Change portfolio — the convergence Pulls the improvement actions from all four operational worksheets together in five parts, each with a counter of how far along it is: Initiatives (improvement actions arrive automatically and are bundled, if you wish with a cluster proposal from the AI), Prioritise (set weights and sequence), Feasibility (what has to be arranged before a start, with whom and when), Roadmap (a timeline in calendar quarters with plateaus and dependencies) and Deliver (what has been decided and what is open, fixing the roadmap as a status, and per initiative a brief to hand over). Per initiative a record says why you choose it.
8. Reporting Per worksheet there are four documents: the worksheet report (a faithful rendering of what is on it, without judgement), a descriptive management summary, the findings and advice where the judgement lives, and a one-pager of a single A4. At canvas level there are the bundle of the worksheets and a one-pager of the whole canvas. A report is created when you open it; if you change the worksheet, you take over the changes with one button. See Reporting.
Why the chain matters
What sets it apart is not in the separate worksheets — you can rebuild those in any document template. It is in the links:
| From | To | What that delivers |
|---|---|---|
| Strategic theme | Capability | Which capabilities does this strategy actually require? |
| Capability | Gap | Where are we below the desired level? |
| Gap | Initiative | What does it solve, and does that cover the gap? |
| Issue | Improvement action | Has every bottleneck been addressed? |
| Improvement action | Initiative | Which actions belong together? |
| Initiative | Plateau on the roadmap | When do we pick it up? |
As a result, questions can be answered that remain unanswerable in a pile of documents: which initiatives contribute to this strategic theme?, which issues remain unassigned?, what is this judgement based on?
The chain describes the logical build-up, not a mandatory path. You jump back and forth, and the platform allows it. The change portfolio is, however, built from left to right (Initiatives, Prioritise, Feasibility, Roadmap, Deliver), because each part builds on the previous one.