Plan readiness
- Readiness 52.4% against 90%.
- Resolved in this review: 0 sections, 0 reconciled.
Executive Intelligence · Corporate Strategy and Growth
Strategic Planning Advisor
A planning workspace for objectives, assumptions, initiatives, owners and review dates, as recorded by people.
Demonstration: Halden Hospitals Group (fictional) · Healthcare. Fictional data and a scripted answer.
The situation
- Organisation
- Halden Hospitals Group (fictional)
- Who is asking
- Chief strategy officer
- Industry
- Healthcare
- What happened
- The board will review the five-year plan in two weeks and the strategy officer wants to know whether it is ready to be challenged.
The question asked
Is our five-year strategic plan ready for the board's challenge, and what is missing?
What it reads, and who can see the result
- Plan document and annexes documentThe plan as drafted.
- Board planning checklist documentWhat the board expects to see.
- Reads
- The plan's table of contents and annex index, against the checklist.
- Does not read
- The commercially sensitive detail of annexes.
- Permission
- Strategy office access.
- Who sees it
- The chief strategy officer and the board secretary.
Try it
Resolve what is missing or out of date. Evidence counts only when it is attached, or when its owner confirms it is current; the sign-off needs the stated completeness.
52.4% complete · 90% needed
Foundations
- Market and demand assumptions stated with sources PresentSection 2 with three cited sources
- Capacity and capital plan consistent with the demand case StaleCapital plan not updated since demand assumptions changed
Choices
- Alternatives considered and reasons for rejecting them MissingNo alternatives section
- Key risks and what would change the plan PresentRisk section with triggers
Delivery
- Named owners and milestones for each programme PresentOwners listed
- Workforce plan matched to the clinical model MissingWorkforce annex is a placeholder
The answer
Simulated answer. Written for this fictional case, not produced by a live model. Only the figures in it are computed, from what you decided above.
The plan is 52.4% ready for challenge; the board expects 90%.
Foundations, risks and delivery owners are in place [S1][S2]. Three gaps would invite the board's first questions: a capital plan out of step with the demand case, no record of the alternatives considered, and a workforce annex that is only a placeholder.
The alternatives section matters most for the board's confidence: a plan that does not say what else was considered looks like a conclusion in search of an argument. 3 remain open (Capacity and capital plan consistent with the demand case; Alternatives considered and reasons for rejecting them; Workforce plan matched to the clinical model).
Relies on: S1 · Plan draft v6 indexS2 · Board planning checklist
Review and approval
The chief strategy officer decides. Approving confirms the plan may go to the board for challenge. It does not approve the strategy.
Not ready to approve. Evidence is 52.4% complete; the sign-off needs 90%.
In the product this is a different person with the right permission. Here you play that role to see the rule.
What it produces
Limits of this example
- Readiness is about completeness, not whether the strategy is right.
- A board may ask for things the checklist does not.
- This is a scripted demonstration on fictional data. No model was called and no real organisation, person or result is shown.
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