Most strategic planning fails because it produces documents, not decisions. According to McKinsey research, only about 25% of strategic initiatives achieve their goals—largely because planning is disconnected from execution.
Teams spend weeks in planning sessions, create 50-page decks, and then... nothing changes. The strategy sits in a folder. Execution continues as before. The "planning" was theater.
This template is different. It's based on the 7 Questions of Leadership—a framework designed not to produce documents, but to produce clarity that drives action.
Each question produces a clarity statement—a single, precise articulation that becomes the foundation for every decision that follows.
Why Most Strategic Planning Fails
Before we dive into the template, let's understand why traditional planning fails:
1. It's too complex. 50-page strategic plans are never read. Complexity is the enemy of execution.
2. It's too abstract. Vision statements without outcomes are wishes. Strategy without metrics is hope.
3. It's disconnected from execution. Strategy lives in the boardroom. Execution lives in task management. They never meet.
4. It's annual, not continuous. The world is VUCA (Volatile, Uncertain, Complex, Ambiguous). Annual planning assumes stability that doesn't exist.
The 7 Questions Framework solves these problems by producing clarity statements that connect directly to goals and outcomes.
The 7 Questions of Leadership
The framework consists of seven questions that, when answered with clarity, create a complete strategic direction:
- Vision: What is our vision, and what's holding us back?
- Market: Who is our ideal customer, and what do they value?
- Strategy: Where is our growth focused, and how do we improve positioning?
- Business Model: Is our model creating value, and what metrics prove it?
- Customer Experience (CX): How do we acquire, retain, and grow customers?
- Employee Experience (EX): How do we acquire, retain, and grow talent?
- Goals: What 1-3 things will shift the needle this quarter?
Let's work through each one with templates and examples.
Question 1: Vision
The Question: What is our vision, is it driven by our purpose, and what's holding us back from reaching it?
The Vision Canvas
Use this canvas to explore your vision through divergent thinking:
| Element | Current State | Desired State | Gap |
|---|---|---|---|
| Purpose | Why do we exist? | Why should we exist in 3 years? | What must change? |
| Position | Where are we in the market? | Where should we be? | What's the distance? |
| Impact | Who do we impact today? | Who should we impact? | Who are we missing? |
| Constraints | What limits us now? | What limits should we remove? | What's blocking us? |
The Vision Clarity Statement
After exploring the canvas, write your clarity statement:
We exist to [purpose] by providing [core offering] to [target market].
In [timeframe], we will [vision outcome] measured by [key metrics].
What's holding us back is [primary constraint], which we will overcome by [key initiative].
Example Vision Clarity Statement
We exist to eliminate tool fragmentation for growing businesses by providing a unified productivity platform to teams of 10-500 people.
In 3 years, we will become the default alternative to Google Workspace + Slack + Asana for mid-market companies measured by 50,000 paying users and $10M ARR.
What's holding us back is brand awareness in our target market, which we will overcome by strategic content marketing and partner channel development.
Question 2: Market
The Question: What is our market, who is our ideal customer, what do they value, and what perceptions do we need to build?
The Market Canvas
| Element | Details |
|---|---|
| Market Size | TAM, SAM, SOM with sources |
| Growth Rate | Market trajectory and trends |
| Segments | Key customer segments |
| Competitors | Top 5 alternatives |
| Trends | 3 forces shaping this market |
Ideal Customer Profile (ICP) Canvas
| Attribute | Description |
|---|---|
| Company Size | Revenue range, employee count |
| Industry | Primary verticals |
| Geography | Target regions |
| Tech Stack | Current tools they use |
| Pain Points | Top 3 problems they face |
| Value Drivers | What they'll pay for |
| Decision Maker | Title and characteristics |
| Buying Trigger | What initiates purchase |
The Market Clarity Statement
Our ideal customer is [ICP description] who values [top 3 values].
They currently use [competitive alternatives] but struggle with [key pain points].
We win by [differentiation] which they perceive as [brand positioning].
Example Market Clarity Statement
Our ideal customer is a 25-100 person professional services firm who values efficiency, client experience, and team alignment.
They currently use Google Workspace + Slack + Asana + separate OKR tools but struggle with tool fragmentation, context switching, and lack of unified data for decisions.
We win by consolidating 8+ tools into one platform with AI that understands their complete business context, which they perceive as "the only productivity platform built for how businesses actually work."
Question 3: Strategy
The Question: What is our strategy, where is our growth focused, and how do we improve our positioning?
Strategy Canvas: Where to Play vs. How to Win
| Dimension | Where to Play | How to Win |
|---|---|---|
| Customer Segments | Which segments to prioritize | How to serve them better |
| Geographic Markets | Which regions to focus | What localization is needed |
| Product Categories | Which products/features | What makes them superior |
| Distribution Channels | How customers find us | How to optimize each channel |
| Value Chain | Which activities we own | Where we partner |
Competitive Positioning Canvas
| Factor | Competitor A | Competitor B | Us |
|---|---|---|---|
| Price Point | $$ | $$$ | $$ |
| Core Strength | Feature depth | Enterprise trust | Unified platform |
| Key Weakness | Complexity | Cost | Market awareness |
| Target Customer | Power users | Large enterprise | Growing SMBs |
| Brand Perception | "Powerful but complex" | "Enterprise standard" | "All-in-one" |
The Strategy Clarity Statement
We will grow by [primary growth lever] in [priority market segment].
Our positioning is [unique value proposition] which competitors can't easily copy because [sustainable advantage].
We will not [strategic tradeoffs/what we won't do].
Example Strategy Clarity Statement
We will grow by product-led growth and content marketing in the professional services mid-market (25-200 employees).
Our positioning is "replace your entire fragmented stack with one unified platform" which competitors can't easily copy because they've built individual tools, not integrated platforms.
We will not build deep vertical solutions, compete on individual features, or target enterprises requiring 12+ month sales cycles.
Question 4: Business Model
The Question: What is our business model, is it creating value, and what metrics prove it?
Business Model Canvas (Lean Version)
| Problem | Solution | Unique Value Proposition |
|---|---|---|
| Top 3 problems customers have | Top 3 features that solve them | Single, clear, compelling message |
| Key Metrics | Cost Structure | Revenue Streams |
|---|---|---|
| 5 numbers that matter | Fixed costs, variable costs | How money flows in |
| Unfair Advantage | Channels | Customer Segments |
|---|---|---|
| What can't be copied | How you reach customers | Who pays, who uses |
Unit Economics Canvas
| Metric | Current | Target | Gap |
|---|---|---|---|
| Customer Acquisition Cost (CAC) | $ | $ | $ |
| Lifetime Value (LTV) | $ | $ | $ |
| LTV:CAC Ratio | X:1 | 3:1+ | |
| Payback Period | X months | <12 months | |
| Gross Margin | X% | 70%+ | |
| Net Revenue Retention | X% | 110%+ |
The Business Model Clarity Statement
We make money by [revenue model] charging [pricing structure] to [paying customer].
Our key metrics are [3-5 numbers that define success].
We know the model is working when [leading indicators].
Question 5: Customer Experience (CX)
The Question: What is our customer's experience, and how do we acquire, retain, and grow customers?
Customer Journey Canvas
| Stage | Awareness | Consideration | Purchase | Onboarding | Value | Advocacy |
|---|---|---|---|---|---|---|
| Customer Goal | ||||||
| Touchpoints | ||||||
| Pain Points | ||||||
| Metrics | ||||||
| Improvements |
CX Metrics Dashboard
| Metric | Current | Target | Owner |
|---|---|---|---|
| Acquisition | |||
| Website → Trial | X% | Y% | Marketing |
| Trial → Paid | X% | Y% | Product |
| Retention | |||
| Monthly Churn | X% | <2% | Success |
| NPS Score | X | 50+ | Success |
| Growth | |||
| Expansion Revenue | X% | 20%+ | Sales |
| Referral Rate | X% | 15%+ | Marketing |
The CX Clarity Statement
Customers find us through [primary channels].
They buy because [key value propositions].
They stay because [retention drivers].
They grow because [expansion triggers].
They refer because [advocacy drivers].
Question 6: Employee Experience (EX)
The Question: What is our employee's experience, and how do we acquire, retain, and grow talent?
Employee Journey Canvas
| Stage | Attract | Recruit | Onboard | Perform | Develop | Transition |
|---|---|---|---|---|---|---|
| Employee Goal | ||||||
| Touchpoints | ||||||
| Pain Points | ||||||
| Metrics | ||||||
| Improvements |
The EX Clarity Statement
We attract talent through [employer brand and channels].
New hires succeed because [onboarding approach].
Employees grow through [development framework].
We retain top performers by [retention strategy].
Our culture is defined by [core values in action].
Question 7: Goals
The Question: What are the 1-3 things that, if delivered this quarter, will shift the needle?
This is where strategy becomes execution.
Goal Canvas
For each goal, complete:
| Element | Description |
|---|---|
| Goal Title | The "What" - clear, specific, aspirational |
| Timeframe | Start date to end date |
| Why It Matters | Connection to strategy |
| Outcomes | 3-5 measurable results (%, $, #) |
| Owner | Single point of accountability |
| Dependencies | What must happen first |
| Risks | What could derail this |
The 1/12th Rule for Waypoints
For each outcome, create milestones at 1/12th intervals:
- Annual goal → Monthly check-ins (12 waypoints)
- Quarterly sprint → Weekly check-ins (12 waypoints)
- Monthly project → ~2.5-day check-ins (12 waypoints)
Example Goal Canvas
Goal Title: Achieve product-market fit in professional services segment
Timeframe: Q1 2026 (Jan 1 - Mar 31)
Why It Matters: Professional services is our beachhead market. PMF here proves the unified platform thesis and creates case studies for expansion.
Outcomes:
- 25 paying professional services customers (from 8 today)
- Net Promoter Score of 45+ in segment
- 90-day retention rate of 85%+
- Average contract value of $400+/month
- 5 published case studies from segment
Owner: VP of Growth
Dependencies: Onboarding automation complete, segment-specific templates ready
Risks: Extended sales cycles, feature gaps for segment, resource constraints
Putting It All Together: The Plan Canvas
After answering all 7 questions, summarize on a single page:
Plan Canvas Template
| Vision | Market | Strategy |
|---|---|---|
| [Vision clarity statement] | [ICP + top 3 values] | [Where to play + how to win] |
| Key Metric: | Key Metric: | Key Metric: |
| Business Model | CX | EX |
|---|---|---|
| [Revenue model + economics] | [Journey + improvement focus] | [Culture + talent strategy] |
| Key Metric: | Key Metric: | Key Metric: |
| Q1 Goals | Q2 Goals | Q3 Goals | Q4 Goals |
|---|---|---|---|
| Goal 1: | Goal 1: | Goal 1: | Goal 1: |
| Goal 2: | Goal 2: | Goal 2: | Goal 2: |
| Goal 3: | Goal 3: | Goal 3: | Goal 3: |
The 90-Day Strategic Planning Process
Week 1-2: Divergent Thinking (Explore)
- Complete all 7 canvases with leadership team
- Gather data to inform each question
- Identify gaps and conflicts
- No decisions yet—just exploration
Week 3-4: Convergent Thinking (Decide)
- Write clarity statements for each question
- Resolve conflicts and tradeoffs
- Validate with data where possible
- Finalize strategic direction
Week 5-6: Goal Setting (Execute)
- Translate strategy into quarterly goals
- Assign owners and resources
- Set waypoints using 1/12th rule
- Build dashboards for tracking
Week 7-8: Communication (Align)
- Share strategy with full organization
- Connect team goals to company goals
- Establish meeting cadence (see 5 Questions of Management)
- Begin execution
Ongoing: Review Cycle
- Weekly: Goal progress check-ins
- Monthly: Metrics review and adjustment
- Quarterly: Full 7 Questions review
- Annually: Complete strategy refresh
Common Strategic Planning Mistakes
Mistake 1: Too Many Goals
If everything is a priority, nothing is. Maximum 3 goals per quarter. The constraint forces focus.
Mistake 2: Outcomes Without Numbers
"Improve customer satisfaction" isn't an outcome. "+15 NPS points" is an outcome. Every outcome must have a number.
Mistake 3: Strategy Without Tradeoffs
Strategy is about saying no. If your strategy doesn't explicitly state what you won't do, it's not a strategy.
Mistake 4: Annual Planning in a VUCA World
The world changes faster than annual cycles. Use quarterly goals, monthly reviews, and be prepared to pivot.
Mistake 5: Planning Disconnected from Execution
Strategy must live where work happens—in your task management, goal tracking, and daily standups. Not in a forgotten document.
Conclusion: Clarity Drives Action
Strategic planning isn't about producing documents. It's about producing clarity that drives action.
The 7 Questions Framework works because:
- Questions > Answers: Good questions produce better thinking than templates.
- Clarity Statements > Pages: One precise sentence beats ten vague paragraphs.
- Connected to Execution: Goals connect directly to daily work.
- Continuous > Annual: Quarterly refresh keeps strategy relevant.
Use this template not as a one-time exercise, but as an ongoing practice. The organizations that win aren't those with the best strategies on paper—they're those with the clearest thinking in action.
Want a platform that connects strategy to execution? WaymakerOS integrates strategic planning, OKRs, taskboards, and team alignment in one unified platform. Register for beta to see how the 7 Questions framework becomes your operating system.
Related reading: Put this framework into practice with 50+ OKR examples that actually work, explore the Vision question in depth, or see how business model value creation connects to your strategic plan.
About the Author
Stuart Leo
Stuart Leo founded Waymaker to solve a problem he kept seeing: businesses losing critical knowledge as they grow. He wrote Resolute to help leaders navigate change, lead with purpose, and build indestructible organizations. When he's not building software, he's enjoying the sand, surf, and open spaces of Australia.