Our End-to-End Process

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Opening a clear path to the future you intend to own.

Building an effective strategy requires a process that engages stakeholders and considers alternative ways of achieving longer-term goals.

Our approach has been refined over 30 years and hundreds of projects. We know that plans fail when goals and initiatives are not well thought through or are overly ambitious. In guiding your team through the strategic planning process, we make sure that everything in your plan is clear and focused on moving your organization from where it is today to where you intend it to be in the future.

Our end-to-end process has five distinct and interrelated ingredients: Preparation, Investigation, Conversation, Formulation, and Execution.


Preparation involves establishing a framework for the entire assignment and ensuring that all participants are aware of, and in agreement with, their required roles, the overall planning process, and what will be expected of their staff. 


As information/data gatherer, our goal is to generate insights that will be helpful in identifying and prioritizing significant opportunities and challenges. 


As facilitators, our role is to draw out and record the knowledge, wisdom, and insight of those involved in the strategic dialogue, help them synthesize that knowledge into a rational set of conclusions and decisions, and provide an environment in which key stakeholders can take ownership of and commit to the strategic choices they have made. 


We distill and synthesize the results of the facilitated dialogue into a concise narrative that clearly presents the strategic direction of the organization and the path you've chosen to follow. 


Facilitated sessions conclude with participants building an Action Agenda to launch implementation, build momentum, and get some early wins.

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CompassStrategic Clarity

Tough questions drive our planning process...

  1. Why do we exist in the worlds of today and tomorrow?
  2. How are our customers better off because we exist? What’s in it for them?
  3. What’s going on around us that will – or could – have an impact on our strategic direction and how we move forward?
  4. Where do we want to be – or intend to be – in three years, five years, ten years?
  5. How well do employees, managers and customers share our view of the enterprise?
  6. What gaps exist between our intended future and our current reality?
  7. What can we do to close these gaps?
  8. What should we... start doing? …stop doing? …do less of? …do more of?
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