Strategy presentation template

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

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

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

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

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

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

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

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

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