# Strategy presentation template > A strategy presentation explains where an organization wants to be in a few years, where it will compete to get there, and what it will do and stop doing. This template has nine slides: ambition, starting point, where to play, three moves, revenue path, what stops, roadmap and the decisions you need. It ends on decisions, because a strategy nobody decides on stays a document. - Source: https://ai-presentations.com/templates/strategy-presentation/ - Updated: 21 October 2026 - Language: English - German version: https://ai-presentations.com/de/vorlagen/strategiepraesentation/ For executives, strategy heads, consultants and founders presenting a three- to five-year plan to a board, a leadership team or investors. ## Slide by slide ### 1. Title: horizon and the one idea A strategy needs a horizon and a headline. The title gives both, so the audience reads every later slide as part of one idea and not as a list of initiatives. - The period, such as 2027 to 2030 - The idea in one clause, such as “from selling systems to serving them” - Audience, date and a confidentiality note, because strategy decks usually are confidential ### 2. Ambition: the destination in one number People judge evidence against the destination they heard first. One number and one sentence let the room check every later slide against it. - One target figure with its base year - The share of the target that comes from a changed business model - A sentence on what changes and what stays ### 3. Starting point A strategy is a claim about change, and change needs a baseline. Four numbers the board already trusts end the argument about where you stand and leave the discussion for where to go. - Three to six KPIs, each with source and date - At least one that shows the problem, such as a falling margin - Definitions, if the board uses different ones ### 4. Where to play Strategy is choosing, and the 2x2 matrix shows the choice: where to invest, where to place small bets, where to harvest and where to leave. Without exits a plan only adds. - Two axes you can measure, such as market attractiveness and fit with your strengths - Five to nine areas, named the way the business names them - A verb for each quadrant: invest, build, harvest, exit ### 5. Three moves Turns the choices into the few moves that carry the plan. Three are easy to remember and few enough to staff. Each gets a target, so there is something to track. - Two to four moves, each with a name the room can repeat - A revenue or profit target per move, from base year to end year - An owner for each, if the room will ask who ### 6. Revenue path Shows that the target adds up. A board member who can add the lines trusts the number more than an arrow pointing up, and the slide shows which lines carry the growth and how much of it recurs. - Three to five lines, one per move or business line - Base year, a mid-point and the end year - Totals on top and one sentence naming the lines that produce the growth ### 7. What stops Strategy is also what you stop. The stop list makes the plan credible, because it shows where the capacity for the moves comes from. - Each item with its date and what happens to open commitments - The capacity it frees, in hours, people or money - The customers or teams affected ### 8. Roadmap Shows order and overlap across the whole horizon and when the board will look again. A strategy with no review date has no checkpoint. - One bar per initiative, colored by move - Years on the axis, not months - A milestone for the mid-term review ### 9. Decisions Ends on the decisions, because a strategy nobody decides on stays a document. Each decision points back to the slide that supports it. - Two to four decisions, each a verb plus a scope - Amount and date for any investment - The day the plan takes effect ## Example deck The example is about Calderwood Filtration, an invented company. Every figure in it is invented too. 1. Strategy 2030: from selling systems to serving them. Where Calderwood Filtration invests, what it stops, and what the board is asked to decide today. Executive board · Calderwood Filtration · 21 October 2026 2. By 2030 half of our revenue comes from filters and services, not from new systems. €180m revenue in 2030 (€120m in 2026). Today 35% of revenue recurs. Three moves lift that to 50%: sell more filters into the systems we installed, sell service contracts, and keep systems growing at a steady margin. Custom plants stop. 3. We start from €120m revenue and a 9.0% EBIT margin, and only 35% of revenue recurs: Revenue 2026, forecast €120m (+4% on 2025); EBIT margin 2026 9.0% (−1.2 pp in two years); Recurring share of revenue 35% (€42m of €120m); Systems in the field 2,400 (average age 7 years) 4. Invest in filters and services, harvest systems, exit custom plants: Build selectively; Invest to win; Exit; Harvest 5. Three moves add €60m of revenue by 2030 and lift recurring revenue to 50%: Replacement filters: Win a larger share of filter spend in the 2,400 installed systems through distributors and a web shop. €30m in 2026, €54m in 2030.; Service contracts: Sell uptime instead of visits: condition monitoring plus fixed-price contracts, starting with the largest systems. €12m in 2026, €36m in 2030.; Standard systems: Grow systems revenue at a steady margin through price and mix, with a smaller standard range and no custom plants. €78m in 2026, €90m in 2030. 6. Revenue grows from €120m to €180m, and four fifths of the growth is recurring. Replacement filters and services add €48m of the €60m. Systems add the other €12m. The €14m of investment in 2027 to 2029 takes the EBIT margin from 9.0% to 12%. 7. Three things stop in 2027 and free about a fifth of our engineering hours: Custom one-off plants: no new bids from Q1 2027, open orders are delivered (€4m of 2026 revenue); Contract engineering for third parties: ends when the 2026 orders are complete; Spares for other brands: handed to two distributors and off our own sales team. What the stop frees: About 20% of engineering hours, today tied up in one-off plants and contract projects. They move to condition monitoring and the standard range. 8. The moves roll out over four years, with a board review at the halfway point: Distributor program; Filter web shop; Condition monitoring; Fixed-price contracts; Standard systems range; Wind down custom plants; Mid-term review 9. Three decisions for the board today. If the board agrees, the plan starts on 1 January 2027. Adopt the 2030 targets: €180m revenue, 12% EBIT margin, 50% recurring revenue. Approve €14m of investment for 2027 to 2029 for the web shop, monitoring and service teams. Stop bids for custom one-off plants from Q1 2027 ## Tips - **Start from the decision, not the analysis.** Write the last slide first. If you cannot say which decisions the board will take, the strategy is a report. The rest of the deck is the proof for those decisions. - **Choose where not to play.** A strategy that lists only growth areas is a wish list for the budget. Name what you will harvest or exit; the capacity that frees pays for the moves. - **Keep the moves to three or four.** Every extra initiative needs people, and in most organizations the same people are already busy. If you have eight initiatives, group them under three moves. - **Let the numbers add up in the room.** Show the target as a sum: base year plus each move equals the end year. A board member should be able to check it in their head. If the target is bigger than the sum of the moves, say what is still open. - **Put a review date on the plan.** Add a mid-term review to the roadmap. It gives the board a reason to say yes now, because the plan can still be corrected, and it gives you a date to report against. ## Common mistakes - A vision slide without a number, so nobody can tell afterward whether the strategy worked - A list of initiatives with no choice between them: everything is a priority and nothing stops - Twenty slides of market analysis before the first decision - Targets that do not add up: the moves sum to €40m and the ambition says €60m, with no explanation - No stop list, so the plan needs capacity that does not exist ## Brief for the AI A complete brief for the AI. Replace the [placeholders] with your facts. ```text Create a 9-slide strategy presentation for [our executive board]. Company: [Calderwood Filtration, industrial filtration]. Horizon: [2027 to 2030]. Slide 1: title with the horizon and the one idea of the strategy. Slide 2: the ambition as one number: [€180m revenue in 2030, up from €120m, half of it recurring]. Slide 3: four KPIs for the starting point: [revenue, EBIT margin, recurring share, systems in the field]. Slide 4: a 2x2 matrix of where to play, with market attractiveness against fit with our strengths and nine areas placed in it. Slide 5: three moves, each with its revenue target from base year to end year. Slide 6: a stacked column chart of revenue by line for the base year, a mid-point and the end year, with totals. Slide 7: what we stop in the first year and the capacity it frees. Slide 8: a Gantt chart of the moves over four years with a mid-term review. Slide 9: the three decisions we ask the board for. Use action titles and a calm consulting style. Use only the figures I give you and mark anything you had to assume. ``` [Open this brief in the editor](https://app.slaide.de/registrieren?prompt=Create+a+9-slide+strategy+presentation+for+%5Bour+executive+board%5D.+Company%3A+%5BCalderwood+Filtration%2C+industrial+filtration%5D.+Horizon%3A+%5B2027+to+2030%5D.+Slide+1%3A+title+with+the+horizon+and+the+one+idea+of+the+strategy.+Slide+2%3A+the+ambition+as+one+number%3A+%5B%E2%82%AC180m+revenue+in+2030%2C+up+from+%E2%82%AC120m%2C+half+of+it+recurring%5D.+Slide+3%3A+four+KPIs+for+the+starting+point%3A+%5Brevenue%2C+EBIT+margin%2C+recurring+share%2C+systems+in+the+field%5D.+Slide+4%3A+a+2x2+matrix+of+where+to+play%2C+with+market+attractiveness+against+fit+with+our+strengths+and+nine+areas+placed+in+it.+Slide+5%3A+three+moves%2C+each+with+its+revenue+target+from+base+year+to+end+year.+Slide+6%3A+a+stacked+column+chart+of+revenue+by+line+for+the+base+year%2C+a+mid-point+and+the+end+year%2C+with+totals.+Slide+7%3A+what+we+stop+in+the+first+year+and+the+capacity+it+frees.+Slide+8%3A+a+Gantt+chart+of+the+moves+over+four+years+with+a+mid-term+review.+Slide+9%3A+the+three+decisions+we+ask+the+board+for.+Use+action+titles+and+a+calm+consulting+style.+Use+only+the+figures+I+give+you+and+mark+anything+you+had+to+assume.&utm_source=ai-presentations.com&utm_medium=referral&utm_campaign=template%3Astrategy&utm_content=markdown) ## Frequently asked questions ### What should be in a strategy presentation? The ambition, the starting point, where to play and where not, the few moves that deliver it, the numbers behind them, what stops, the roadmap and the decisions you need. Nine slides are enough for a board; market analysis and detailed plans belong in an appendix. ### What are the key elements of a strategy? Sources list different sets of five, so there is no single official list. One widely used set comes from the book Playing to Win by A.G. Lafley and Roger Martin: winning aspiration, where to play, how to win, capabilities and management systems. In a presentation these become the ambition, where to play, the moves, the numbers and roadmap, and the decisions. ### Can ChatGPT make a strategy presentation? An AI assistant can draft the structure and wording of a strategy presentation from your notes. It does not know your market, your numbers or your limits, and it cannot decide what to stop, so the choices have to come from you. The AI turns your brief into editable slides with the matrix, the chart and the roadmap and labels its assumptions; the figures stay yours. ### Can I build this in my company's PowerPoint template? Yes. Upload your company's .pptx and the AI builds the new slides in that design, with its fonts and colors. The result is an editable PowerPoint file made of ordinary text boxes, shapes and tables. ### Are the numbers in this template real? No. Calderwood Filtration and all its figures are fictional. The arithmetic is consistent: the three revenue lines add up to 120, 145 and 180 in the chart, filters and services add €48m of the €60m growth, and the recurring share rises from 35% to 50%, so it works as a model for your own plan. ## Related pages - [SWOT analysis](https://ai-presentations.com/templates/swot-analysis/): A SWOT analysis template with 8 slides: the question, the 2x2 matrix, the five factors that matter, four moves, their value and a pilot plan. - [Roadmap](https://ai-presentations.com/templates/roadmap/): A roadmap presentation template with 8 slides: outcomes, now-next-later, release timeline, Gantt chart, capacity, dependencies and the decisions you need. - [Board presentation](https://ai-presentations.com/templates/board-presentation/): A board presentation template with the 8 slides a quarterly board meeting needs: summary, KPIs, revenue, EBITDA bridge, initiatives, risks and decisions. - [Consulting presentation](https://ai-presentations.com/templates/consulting-presentation/): A consulting presentation template with 9 slides: executive summary, situation, causes, options, recommendation, roadmap, business case and decision. - [Executive summary](https://ai-presentations.com/templates/executive-summary/): Lead with the recommendation, the one number that matters, the options compared and the decision you need. Template with an 8-slide example. - [Annual report](https://ai-presentations.com/templates/annual-report/): An 8-slide annual report presentation for shareholders and boards: summary, key figures, revenue by segment, cash flow, priorities, outlook and resolutions. --- ai-presentations.com is published by Slaide (https://www.slaide.de), a sole proprietorship run by Nathalie Scholl in Heilbronn, Germany. [How this site is written, checked and corrected](https://ai-presentations.com/editorial-policy/).