Three-Year Strategic Plan

Three-year plan: macro context, strategic bets, capability investments, financial trajectory.

# Three-Year Strategic Plan â FY[YYYY] to FY[YYYY+2] **Owner:** [CEO / Strategy lead] **Last revised:** [Date] **Approval:** [Board approval date] ## 1. Where we are today Where the company stands at the start of the plan period. Brutally honest â strategy built on optimistic baselines fails predictably. - ARR: [$] - Customer count: [N] across [segments] - Gross margin: [%] - Net retention: [%] - Headcount: [N] across [functions] - Cash position: [$ and months of runway] - Product status: [maturity per surface] - Brand awareness: [aided / unaided in target segment] - Competitive position: [who we beat, who beats us] ## 2. Where we want to be in three years The future state we are building toward. Concrete enough that you'd recognise it when you see it. - ARR: [$ target] - Customer base: [profile and concentration] - Product surface area: [what's shipped, what's mature] - Market position: [category leader / fast follower / niche expert] - Team: [size, key capabilities, geography] - Capital efficiency: [target metric] ## 3. Macro context - Industry trajectory: where's the puck going? Cite 3-5 trends with sources - Regulatory: pending changes that affect us - Competitive: who's emerging, who's consolidating, who's disrupting - Technology: capability shifts that change what's possible (or what's required) ## 4. Strategic bets 3-5 bets that, if they hit, get us to the three-year future state. If they all hit, we exceed plan. If two hit, we hit plan. If one hits, we miss but survive. ### Bet 1: [Name] - Thesis: [paragraph] - Investment required: [people / capital / time] - Time to first proof point: [N quarters] - What success looks like: [measurable] - What failure looks like: [explicit kill criteria] - Owner: [name] ### Bet 2 / 3 / 4 / 5 â same structure ## 5. Capability investments The internal muscles we need to build / strengthen / acquire over three years to execute the bets. | Capability | Today | Year 1 | Year 2 | Year 3 | |---|---|---|---|---| | Distribution | | | | | | Product | | | | | | Brand | | | | | | Talent | | | | | | Infrastructure | | | | | ## 6. Financial trajectory - Revenue: Y1 / Y2 / Y3 ramp - Gross margin: ramp - Opex by function: ramp - Capex: ramp - Cash trajectory + funding implications (do we need to raise? when?) ## 7. Risks The 5 things that would force a strategy re-baseline: | Risk | Likelihood | Impact | Leading indicator | Pre-committed response | |---|---|---|---|---| | | | | | | ## 8. Review cadence - Quarterly: progress against bets, capability investment, financials - Annual: re-baseline opportunity (don't ship-of-Theseus the plan one decision at a time) - Three-year: declare complete, write the post-mortem, draft the next plan ## 9. What we are explicitly NOT doing The biggest threat to a multi-year plan is mid-stream drift. Name the adjacent opportunities we're choosing NOT to pursue, with the trigger conditions under which we'd reconsider. - [Non-goal 1 â reconsider if [condition]] - [Non-goal 2 â reconsider if [condition]] - [Non-goal 3 â reconsider if [condition]]

Price: Free
State: approved