Our Strategic Journey
Making BCU's Strategy Explicit
Over the next six months, we'll surface the strategy BCU is already operating with, build a shared language for strategic decisions, and identify opportunities to strengthen how you win with members.
Roger Martin explains why a plan is not a strategy
The Engagement
Six months of strategic clarity
Every organization has a strategy, whether it's written down or not. BCU has a strategy embedded in how you make decisions every day. Over the next six months, the goal is to define it clearly, examine whether it's the right one, and ensure you have the capacity to execute it.
Each quarter follows an alternating pattern: coaching call, workshop, coaching call, workshop, coaching call, workshop. This rhythm maintains momentum without overwhelming.
6
Coaching Calls
Kristin 1:1
6
Team Workshops
Kristin, Tabitha, Matthew
1
Board Session
30-min Progress Review
Your 6-Month Roadmap
Phase 1: January - June 2026
Strategy Definition
Goal: Define Brewery CU's current strategy
Outcomes
- Understanding of core concepts behind strategy, its development, and its management
- A clear, shared one-page statement of BCU's current strategy
Workshops
- Jan: What is Strategy? (Core concepts & framework)
- Feb: Strategy Definition (Define BCU's current strategy)
- Mar: Project Inventory (Assess alignment)
Capacity & Capability Mapping
Goal: Balance strategic opportunities with operational responsibilities
Outcomes
- Determine whether BCU has the right people in the right roles doing the right work
- Understand BCU's realistic capacity
- Validate strategic direction
Workshops
- Apr: Capability Mapping (Gap analysis)
- May: Prioritization Framework (Trade-offs)
- Jun: Strategic Bets & Validation (Testing)
Board Progress Update
30-minute session with the board: progress summary, objective feedback on capability gaps, and key learnings.
Our Sessions
Click each session to see details and outcomes. Coaching calls and workshops alternate throughout the engagement.
The Strategy Cascade
Playing to Win says that strategy is built on five integrated choices. These questions cascade from top to bottom, and each choice constrains and reinforces the others.
What is our winning aspiration?
What does winning look like for BCU?
Where will we play?
Which members, products, geography, and channels?
How will we win?
Why will members choose BCU over alternatives?
What capabilities must be in place?
What must BCU be excellent at?
What management systems do we need?
What measures and processes reinforce the strategy?