What each slide does

1. 01CoverThe strategy's name as the title, and under a rule the three numbers of its ambition.
2. 02SummaryThe answer first in three rows: the situation, the complication that forces a change, and the resolution, the last one stated as the decision.
3. 03Where we standYour key measures beside peers: one track per measure, each peer a grey dot, the peer median a tick and your company raised in the accent, its value on the right.
4. 04MarketThe market by segment as a slope from a past year to the plan year: growing segments in the accent, shrinking ones in grey, values at both ends.
5. 05Profit poolWhere the profit is: one column per segment, its width the segment's size and its height the margin; the best pools in the accent, labelled underneath.
6. 06CustomersWhat customers value against how they rate you: one row per attribute, an open ring for importance, a filled dot for your score, the gap shaded and its size on the right.
7. 07CompetitorsRivals compared on what customers choose by: a table of Harvey balls, one row per company, your row tinted; a key underneath.
8. 08The questionThe core question broken down as an issue tree: the question on the left, three branches that do not overlap, and two testable hypotheses under each.
9. 09Where to playA section divider: the part's number and a title that states its point.
10. 10ChoicesThe strategy's five choices as a cascade: the question on a downward chevron, the company's answer beside it, each answering the one above.
11. 11PrioritiesSegments on a matrix of market attractiveness against ability to win, each bubble sized by its profit pool, the invest corner shaded; beside it, the move for each.
12. 12ValueThe value bridge drawn across: today's profit, each initiative's gain in green and each cost in red as a floating bar, and the target at the end.
13. 13Making it happenA section divider before the plan to deliver it.
14. 14PillarsThe strategy as a house: the ambition as the roof, four pillars with an icon and a line each, and the two foundations everything rests on.
15. 15InitiativesThe initiatives as a portfolio table: owner, value with a small bar, start, and status as a coloured chip.
16. 16HorizonsThree horizons of growth as three overlapping curves over time: the core, what is emerging and the options; beside them, what each holds.
17. 17ScenariosThe plan under scenarios as a native line chart, base case in the accent and the others dashed; beside it, what each scenario assumes.
18. 18MeasuresHow success is measured, as a KPI tree: the one outcome on the left, its two drivers, and the measures each team owns with their targets.
19. 19GovernanceWho steers it and how often: one row per forum with its purpose, and its meetings marked across the twelve months.
20. 20How it failsA pre-mortem: imagine the strategy failed and say why in four cards, each with its early warning signal and what you will do then.
21. 21First 100 daysThe first hundred days in three phases on arrows, each with the four or five things done by its end, ticked.
22. 22Free layoutA free slide: only the header, title and footer, the body empty. Design it for content no other layout fits.
23. 23DecisionThe decision asked of the board in one sentence, the money it commits, and the dated steps that follow.
24. 24AppendixAppendix detail: the main assumptions behind the plan, their values and sources.

What makes it work

• Give the answer first: situation, complication, resolution on one slide.
• Make every title a conclusion; the body is the evidence for it.
• Compare with peers and the market before judging your own numbers.
• Break the core question into an issue tree whose branches do not overlap and together cover it.
• Make the choices explicit: where to play, how to win, and what you will stop.
• Bridge from today's profit to the target, initiative by initiative, and say how it can fail.