Check whether the organisation can actually deliver the strategy.
A facilitated session that examines the capabilities, systems, and structures the strategy depends on. Identifies where the organisation's current internal wiring supports the strategy and where it needs to be rebuilt, reinforced, or created from scratch.
Strategic Wiring runs in the afternoon of Day 2, after Strategic Trade-Offs has established what the organisation will focus on. It moves the conversation from prioritisation into organisational enablement.
Framing (10 min): The facilitator reframes the session in relation to Strategic Intent and Strategic Trade-Offs. The group has defined their ambition, their arena, and their edge. The question now is: what are we actually wired to deliver? And where does our current wiring work against the strategy we have set?
Capability mapping (25 min): Working in small groups, participants identify the capabilities (skills, systems, processes, relationships, structural arrangements) that the strategy depends on. These are mapped against two questions: how important is this capability to strategic success, and how strong are we in it today?
Gap analysis (25 min): The group identifies the most significant gaps: capabilities that are highly important but currently weak or absent. For each gap, they consider: what would it take to close this? Is this a development priority, a hiring question, a structural change, a systems investment, or a partnership decision?
Wiring the strategy (20 min): The facilitator guides a consolidation conversation: given everything discussed, what are the two or three most critical organisational changes needed to make the strategy real? These become specific commitments in the Strategy into Action session that follows.
Capture and handover (10 min): Key capability gaps and wiring priorities are documented and connected directly to the Strategic Intent framework. They become the structural backbone of the implementation plan.
Strategic Wiring asks a question most strategy processes ignore: what needs to change inside the organisation for the strategy to actually work?
Every strategic choice rests on a foundation of capabilities, systems, processes, and structures. This session makes that foundation visible and identifies where it needs to be rebuilt, reinforced, or created from scratch. It works best once the group has already decided what the organisation will focus on, moving the conversation from prioritisation into organisational enablement so that the outputs can feed straight into planning what happens next.
Use Strategic Wiring once a team has set its strategic focus and needs to ask what has to change inside the organisation to deliver it. Mapping the capabilities, systems and structures the strategy depends on shows where the current wiring supports it and where it works against it.
Using this tool with a skilled facilitator means that discussions are focused, time is used efficiently, and the group moves toward consensus, making the session productive and impactful.
