Visual Strategy Models
Start with the question your team needs to answer.
Six connected models form one system. Direction, Organisation, Enabler and Change explain the role each plays.
Where does your organisation need greater clarity?
Find your starting point with the Strategy Clarity Diagnostic. Explore six connected areas, see your clarity profile and identify where a shared visual model / rich picture could help.
Choose a quick overview or a deeper diagnostic, then download your brief or email your results to John before a conversation.
Explore the six models
Choose a button to jump to a model and then find out more details using the dropdown arrow to see where it could help.
Direction · Visual Vision Model
Direction · Visual Vision ModelWhere are we going and what future are we trying to create?
A shared picture of the future that connects what your organisation stands for with what it wants to achieve. It helps people see how strategic ambitions relate to everyday work, and where different views of the future need a conversation.
What it brings into view
Purpose, desired outcomes and strategic choices, alongside the capabilities and relationships that will help make the vision achievable.
When it helps
Useful when setting a new direction, bringing a leadership team together or helping people understand a strategy. It gives you a visual reference for discussing priorities and explaining what the future means for different teams.
Organisation · Visual Operating Model
Organisation · Visual Operating ModelHow will the organisation work as one connected system?
A connected view of how your organisation creates and delivers value. It shows how the work fits together across teams and functions, including the relationships that make the organisation work in practice.
What it brings into view
Capabilities, responsibilities and processes, with the systems, governance and partners that support them. Important handovers and decision points become easier to see.
When it helps
Useful when reshaping an organisation, integrating teams or clarifying how a new strategy will work. It helps you discuss gaps, overlaps and dependencies, and build a shared understanding of how people will work together.
Enabler · Visual People and Capability Model
Enabler · Visual People and Capability ModelWhat people, roles, behaviours and capabilities will we need?
A picture of the people and organisational capabilities needed to make your strategy work. It connects future ambitions with the roles, skills and ways of working that will help people deliver them.
What it brings into view
Leadership, behaviours and culture, alongside workforce capabilities and the support people need to work confidently. It shows how these connect to the organisation’s wider operating model.
When it helps
Useful when growth, transformation or new technology changes what you need from your people. It supports conversations about workforce priorities, learning and leadership development, and helps explain why changes to roles or behaviours matter.
Enabler · Visual Digital, Data and AI Model
Enabler · Visual Digital, Data and AI ModelHow will technology, data and AI enable the strategy?
A shared view of how digital technology, data and AI can support the outcomes your organisation needs. It connects technical ambitions with the work people do and the decisions they need to make.
What it brings into view
The relationship between business needs, digital capabilities and information flows. It also brings ownership, governance and adoption into the picture, so people can see what successful use depends on.
When it helps
Useful when digital initiatives feel fragmented or teams hold different views of what technology should achieve. It helps leaders and specialists discuss investment priorities, dependencies and readiness, and explain the value of change in terms people can understand.
Enabler · Visual Customer and Service Model
Enabler · Visual Customer and Service ModelHow will we create and improve value for customers and service users?
A connected picture of the experience you want customers or service users to have, and the organisation needed to deliver it. It links their needs with what happens across your services, including work they never see.
What it brings into view
Key moments in the customer journey, the people involved and the handovers between teams. Supporting processes, information and technology sit alongside the experience they enable.
When it helps
Useful when improving a service, joining up channels or helping teams see beyond their own part of the journey. It creates a shared basis for discussing customer effort, service consistency and where changes could make the greatest difference.
Change · Visual Transformation Model
Change · Visual Transformation ModelWhat must change, in what sequence and with what dependencies?
A shared picture of the change needed to move from today’s organisation towards the future you want. It connects individual initiatives with the wider strategic purpose, helping people understand how their work contributes.
What it brings into view
Linked changes, intended outcomes and important dependencies. It also shows where timing, organisational readiness and the demands on people could affect progress.
When it helps
Useful when several programmes need to work together, priorities compete or the overall change story is difficult to explain. It supports decisions about focus and sequence, and gives leaders and delivery teams a common reference for discussing progress and what needs attention.
One question may cross several roles.
Strategy, organisation, enabling systems and change rarely have neat boundaries. We combine models where it helps your team understand the whole, while keeping the work focused on the challenge you face.