The Ultimate Guide To Complete A One-Page Strategic Plan — Your Fast-Track To Alignment

Scale your impact and reduce the drama

At Growth Institute, we help mid-market companies do two things: scale their impact and reduce the drama.
And we practice what we preach. Being an Inc. 5000 company over the past two years, we understand
the challenges fast-growers face and we use the tools that we suggest ourselves too. We know the impact they have — not just in theory but also from our own experience.

The OPSP in short

Who’s gonna do what, by when, and how do we measure that?

The One-Page Strategic Plan contains three main elements in regards to your business: the cards you’re dealt, how you’re gonna play them, and the outcome you expect from your game.


The effectiveness of your strategy is reflected in your growth and revenue. If your strategy is working well, that’s where you can tell. In order to be on track here, you have to be growing at least twice as much as the rest of the industry is doing.


The success you’re having on the people front is reflected in the happiness and freedom found in your team. You need to have fun, help, and respect each other. Are you having a good time with your people? And can you take your annual holiday leave without constantly being interrupted? If so, you’re doing well in this area.


The potency of your execution is reflected in your profitability and the amount of time you spend working. Is your profit less than industry average or do you work 18 hours a day? If yes, you’re having an execution problem.


The problems you may experience is the area of cash are merely symptoms of an underlying “disease” or dysfunction. If you have a problem in any of the other areas, it’s reflected in your cash flow.

How is the OPSP built?

The OPSP consists of three sections:

  • At the bottom you find your starting point or foundation,
  • In the middle is what you’re going to build,
  • And on top are results you’re headed towards.
  1. Your targets and goals or your “what” on the top and in the middle;
  2. Your execution or your “how” on the right.

The core of the OPSP: your “why”

Explained by Jonathan Herps

  • What difference is our company making in the world?

Strategy section part 1 — your “what”

Explained by Mark Miller

Now that you’ve defined your “why” it’s time to define your “what” — the specific long-term, mid-term, and short-term goals you want to hit in order to fulfill your purpose. Here, I will summarize the teachings from Mark Miller.

  1. the role model type, e.g. becoming the “Nike” in a different industry than sports clothing,
  2. the competitive type, e.g. surpassing your biggest competitor by X,
  3. or the transformational BHAG, where you focus on transforming your industry.

Strategy section part 2 — the “how”

Explained by Ann Ralston

Recommendations for optimal implementation of your OPSP

  1. In large organizations each business unit could have their own OPSP based on the overall company plan. In that case, we recommend that you use software to have it digitized and not have to rely on paper versions alone.
  2. Once you’ve completed your OPSP, remember to keep it as a living document. The key purpose is better alignment and communication. So look at it frequently.
  3. We encourage teams to review their OPSP on a weekly basis to see where they are currently on or off track with their rocks and KPIs. Don’t spend time on the ones that are on track or “in the green.” You can just use this review to talk about the “reds” and “yellows;” the ones that need attention.
  4. When you use the OPSP like this, you’re constantly iterating on the processes that make your company really good at what it does. As a result, you and your company are learning faster. This will bring you a huge strategic advantage for 2020.



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