Strategy Development and Deployment: The Heartbeat of Leadership
Strategy development and deployment is more than just a once off activity —it’s a vital leadership responsibility that defines direction, aligns action to an accountability process, and drives results. It’s a bit like coaching a rugby team: the strategy sets the game plan—how you intend to play, where you’ll attack, how you’ll defend, and what success looks like. But a brilliant game plan alone won’t win the match. You need clarity across the team, defined roles, coordination in execution, and the agility to adjust in real time when the game doesn’t go as expected.
One of the reasons strategy development and deployment is so powerful is that it brings structure to complexity. Thankfully, there are several well-tested models to help leaders and teams design this process. Among the most widely used are the X Matrix (from Hoshin Kanri, originated by Professor Yoji Akao), the 4 Dimensions of Excellence Model (Franklin Convey), and the Traction framework (from the Entrepreneurial Operating System). Each offers a different lens and toolkit, and all can be powerful—when applied with intent.
Each model follows its own process and rhythm. The X Matrix starts by defining long-term breakthrough objectives (3–5 years), followed by annual goals, then improvement priorities, and KPIs, with clear ownership assigned to each item. The matrix is reviewed regularly and adjusted based on performance. The 4 Dimensions of Excellence model is a 4 step model which clarifies the metrics that matter and then creates a cadence of accountability with a focus on reviewing and predicting performance owned by process teams. Traction (EOS) follows six key components: Vision, People, Data, Issues, Process, and Traction. It starts with a clear vision (using the Vision/Traction Organizer), assigns roles using an Accountability Chart, establishes 90-day rocks (goals), and runs bi-weekly Level 10 meetings to track execution. It’s simple, structured, and built for momentum.
To illustrate how these models work in practice, consider the strategic objective: “Improve customer satisfaction by 20% within 12 months.” Using the X Matrix, this objective would be set as an annual goal aligned to a longer-term breakthrough, such as market leadership. Improvement priorities might include reducing customer response time, launching a new CRM system, or training staff in customer experience. Each initiative is assigned an owner and tracked with KPIs such as Net Promoter Score or response times. In the 4 Dimensions of Excellence Model, the organization will focus on lagging and leading indicators where the team predicts the performance of the next 2 weeks and focuses the team to account for what actions they will complete in this time interval to deliver an incremental improvement in customer satisfaction. In Traction, the leadership team might define “Improve customer satisfaction” as a 1-year goal, break it into 90-day rocks like “Resolve all service tickets within 24 hours,” assign those rocks to accountable leaders, and track progress biweekly in Level 10 meetings. Each model drives action—but in different ways.
So which model do you use? The best choice depends on your business’s size, complexity, and maturity. The X Matrix is often suited to larger or more complex organisations with multiple functions. The 4 Dimensions model fits businesses that want to embed strategy into culture and leadership behaviours. Traction works brilliantly for scale-ups and SMEs looking to bring discipline and structure without overcomplicating things. Ideally, strategy development may not be a one-size-fits-all exercise. Instead, customise your approach to fit your culture, capabilities, and context. You can use the X matrix for its focus and direct alignment and a focus of key strategic projects, you can use the cadence of accountability to drive performance and a future orientation to deliver results and you can use the quarterly focus that Traction offers to bridge the one year goal and how to break it down to quarterly and fortnightly goals.
If you want your team to play like champions, don’t leave your strategy on your laptop —deploy it with intent. The right process turns good ideas into great execution. And in the words of Michael Porter “Strategy is about making choices, trade-offs; it’s about deliberately choosing to be different.”
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