strategic vision & delivery

• To step back from day-to-day activity and assess work more broadly.

• To understand how different areas of work connect and influence each other, using a structured view of service, people and systems.

• To recognise patterns, trends and underlying causes, and take a clearer view of direction and longer-term impact.

• To translate strategic priorities into a concrete implementation plan, with clear ownership, milestones, risks and communications.

09:30 – 09:45
Introduction and context
What strategic thinking looks like in everyday work.

09:45 – 10:30
Working through a shared scenario
Stepping back from the immediate issue to see the bigger picture.

10:30 – 11:15
Looking at the wider context
Mapping the wider landscape - challenges and opportunities across service, people and systems - using the Strategic Landscape Worksheet, to understand connections, causes and likely implications.

11:15 – 11:30
Break

11:30 – 12:15
From operational detail to strategic view
Using the Strategy · Leadership · Operations (SLO) lens to see where time and attention are really going, identifying what matters, why it matters and how to horizon-scan what may come next.

12:15 – 13:00
Lunch

13:00 – 13:45
From strategy to action
Using the Strategy → Action Bridge to translate a strategic priority into a concrete plan.

13:45 – 14:45
Implementation planning
Building an Implementation Planning Template - owner, milestones, risks and communications - to carry that plan into delivery.

14:45 – 15:00
Break

15:00 – 16:00
Applying to your own work
Testing assumptions and broadening perspective through discussion, applied to your own portfolio.

16:00 – 16:30
Key takeaways and commitments
Agreeing what you will do differently from tomorrow, and how it connects to the shared standards set at pathway kickoff.