Working with CXOs and promoters provided me with extensive experience in drafting impactful strategies and future roadmaps. Setting targets is only one aspect of strategic development because operations require vision alignment along with execution capability development and long-term strategy, while delivering urgent priorities with team support. It’s not just limited to setting a target, expanding business, rather it should also include the transformation covering either people, process, technology and business model.

From my experience collaborating with top executives, I have learned what makes a strategy effective: clarity, adaptability, and a well-defined roadmap. I will share key insights for professionals working on drafting strategies and roadmaps on how to draft future targets, shape strategic direction, and build actionable roadmaps that drive real business outcomes.

Be a Moderator – Rather than an Insights Provider

As strategy professionals, our role is not just about drafting and executing plans—it’s about being a moderator, bridging CXO-level vision with department-level execution. Preparation is key while working with CXOs and department leaders to define future targets, strategies and roadmaps.

Before starting a strategy discussion meeting, have the following information ready:

• Historical Data & Key Metrics – Data for at least three years for each department, focusing on key performance indicators and trends. This will help in making data-driven decision-making.
• Market Research & Industry Trends – Trends and prominent developments in the current sector and/or clients you are servicing. Also, competitive benchmarks ensure that the strategy aligns with market realities.
• Financial Position & Fund Flow – Assess the current financial status and future fund inflows and outflows from ongoing projects.

By having these insights ready, you set the stage for a productive discussion.

The 3 Ws for CXOs – Just Surrender

The important part of working with CXOs is surrendering your ears—truly listening to their vision before diving into strategy. Many might say, “That’s not our role; we should guide them with data and suggestions.” Yes, as a strategy professional responsible for drafting business plans, you should.

However, before going into the meeting, ensure you have all relevant data and market trends ready. This preparation will help you ask the right questions and shape meaningful insights.

To do that, you need to ask CXOs the 3 Ws: What, Why and Where questions that help them articulate their vision clearly.

• What
  • What are you expecting as the revenue target and profit margin?
  • What sectors, industries, or regions do you want to focus on?
  • What are your expectations from each department?
  • What are the key challenges you foresee in achieving these targets?
• Why
  • Why are you setting these revenue and profit targets?
  • Why have you chosen these specific sectors, industries, or regions?
  • Why do you believe these goals are realistic and achievable?
  • Why should we prioritise certain investments over others?
  • Why do you think our current approach needs to change or evolve?
• Where
  • Where do you see the company in the short term (1 year)?
  • Where do you want the company to be in the long term (3–5 years)?
  • Where do you see growth coming from—organic expansion or acquisitions?

The above questions are not exhaustive and it is for reference; depending on the current situation and business, questions may change. 

Once you have clarity on the CXO’s expectations, the next part is to connect with department heads, whether they manage cost centres or profit centres.

Help in Connecting the DOTs with Department Heads

Now comes the biggest challenge, and I admit that I made mistakes at this stage. Let me remind you again: as a strategy professional, you are a Moderator. Your role is to stay neutral, actively listen, and support discussions between CXOs and department heads without bringing up your points and ideas.

One critical mistake I made early on was meeting department heads individually—never do this. Instead, organise a department head-level brainstorming session. Collective discussions bring alignment and surface interdependencies among departments.

3 Key Steps Before the Meeting:

• Share CXO Insights with Department Heads
  • Summarise the key points discussed with CXOs and get their approval from CXOs before sharing them with department heads.
  • Ensure department heads clearly understand the CXOs’ expectations—revenue targets, strategic focus areas, and growth plans.
• Distribute Data & Trends
  • Provide the same data and market trends that were presented to CXOs.
  • Align everyone with a single version of the truth—no conflicting data points.
• Give Ample Preparation Time
  • Share all information at least 3 days before the meeting.
  • Make it clear that attendance is mandatory

Running the Brainstorming Session: Ask the Right Questions

Now, step into the meeting and take the 3 Ws (What, Why, Where) you asked the CXOs. Now it is time to ask When, How, and Who to all the department heads.

• When
  • When do you expect to achieve the set revenue and profit targets?
  • When should we enter new sectors, industries, or regions?
  • When should we see the impact of key strategic initiatives?
  • When do you anticipate major market shifts that could impact the business?
  • When should we review and adjust our strategy to stay on track?
• How
  • How do you plan to achieve the revenue and profit targets?
  • How should we allocate resources across different departments?
  • How will we track progress and measure success?
  • How do we ensure alignment between strategy and execution?
  • How can we mitigate risks and adapt to market uncertainties?
• Who
  • Who will be responsible for driving key strategic initiatives?
  • Who are the key stakeholders (internal and external) we need to engage?
  • Who will make critical decisions when course correction is needed?
  • Who should be accountable for specific revenue or cost targets?
  • Who are our competitors, and how do we differentiate ourselves?

By covering What, Why, Where, When, How and Who, you will have a 360-degree understanding of what is achievable and what the roadblocks are.

Note: The above questions are for reference and based on the business, would differ. 

From Moderator to Builder

Once the brainstorming is done, it’s time to move from being a Moderator to stepping into the role of a Builder.

Your next step will be to consolidate everything from the brainstorming and support it with relevant data and numbers. Share the same with department heads for their go-ahead and once received, share the same with CXOs for reference.

Now it’s time to move the inputs received to data analysis. Always create a business plan using an Excel sheet with the past 3 or 5 years’ data. For example, if it was discussed that a revenue growth of 10% is expected, but based on past data, the growth has only been 5%–7%. However, the department head might claim that a new product/business/project introduced in the last 3 months contributed to 10% of the department’s revenue. As a strategy professional, now it is your responsibility to validate with data, and if it’s not true, highlight this to the department head.

Now, back these data with external factors,  which should be addressed with the following questions:

• How is/are competitor(s) performing compared to your organisation?
• Is your competitor(s) is/are into the same business(es), i.e. similar products/business/project?
• SOWT analysis
• Is there an election expected in the state or country where you operate?
• Any other question(s) that could impact the target?

If you can question all probable causes, you can get close to drafting strong strategies and business plans.

Still in Builder Mode – Strategy Checks

Till now, as a builder, you were validating the points discussed. However, that’s only one side of the coin and the second side is the strategy and identifying critical points. Here are a few areas to explore:

• How are we standing with the digital capabilities?
• Are there any sectors or industries we should explore?
• Did you come across any acquisition opportunity that will support your current operation or help you to enter into any other sectors or industries?
• Organisation with which we can have a strategic partnership in future that aligns with our plans?

Note: The above questions are for reference and based on the business, would differ.

Final Phase of Builder: Creating the Business Plan

Now we reach the final phase of the Builder role—creating the business plan, with steps below:

1. Excel-Based Planning:
   
   • Develop a business plan in Excel with a single input sheet.
   • Lock all other sheets to avoid accidental edits.
     
2. Department-Wise Modelling:
   
   • Create separate Excel models per department.
   • Link values to a consolidated sheet to track overall contribution.
   • Cover revenue sources, expenses, and HR costs (including hiring projections).
   • Include a summary of past data to compare departmental performance.
     
3. Financial Modelling & Value Addition:
   
   • Based on promising ideas, build financial models and conduct benefit analysis.
   • This forms the bridge between data validation and future planning.

Last battle Presenter

Now it’s time to move from Builder to Presenter.

Before presenting:

• Share the department-wise plan with the respective department heads and CXOs.
• Schedule the final meeting with all stakeholders.

As a strategic professional, you need to defend the business plan, ensure department heads accept and align, and lead the change management conversation. Once you get approval, share:

• A consolidated presentation with CXOs.

Department-specific versions with each department head to help cascade the plan internally.

Conclusion

This role will always be under the spotlight when it comes to implementation. But at its core, it’s not about control—it’s about listening, connecting, validating, and building. Strategy is a team sport, and your job is to make sure every voice is heard and every move is grounded in insight and intent.

If any suggestions/recommendations or help are required, please feel free to contact me.

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