Integrated Impact Strategy Workshop (IISW)

Document Purpose

This toolkit provides a comprehensive, facilitator-led framework for a senior leadership team to design or refine their corporate strategy, moving from a traditional shareholder-centric model to one that intentionally integrates multi-stakeholder value creation and ethical considerations as core drivers of sustainable performance and competitive advantage.

Part 1: Tool Blueprint & Overview

This section outlines the foundational design, philosophy, and components of the toolkit.

1.1. Primary Objective

• To guide a senior leadership team through a structured, multi-day strategic planning process that results in a clear, actionable, and integrated corporate strategy where the company's authentic core values are not an add-on, but a fundamental component of how the company creates long-term value. This workshop is designed to be a transformative experience, moving the team from a fragmented view of ethics and strategy to a unified vision where they are one and the same.

1.2. Key Components

• A. The Pre-Workshop Briefing Pack: A curated package of diagnostic results and preparatory materials sent to the leadership team one week before the workshop. It ensures participants arrive with a shared context and have already begun to reflect on the key strategic questions. (Content detailed in Part 2).

• B. The Facilitator's Guide & Workshop Agenda: A detailed guide for running a 1- or 2-day strategic planning session. It includes a modular agenda, timings, key frameworks to present, and instructions for facilitating each strategic conversation and exercise. (Content detailed in Part 3).

• C. The Strategic Output Template: A structured document to capture the workshop's outputs in a clear and professional format. This becomes the official record of the new strategic plan, including a refined Purpose Statement, new strategic pillars, key initiatives, and a high-level implementation roadmap. (Content detailed in Part 4).

1.3. Core Concepts of the Toolkit

• 1. Strategy as Value Creation for All Stakeholders: This workshop fundamentally reframes the purpose of strategy. It moves beyond the traditional view of strategy as a plan to win in the market (competitive advantage) to a more holistic view of strategy as a plan to create enduring value for all key stakeholders (customers, employees, shareholders, suppliers, and society). The premise is that a company that systematically creates value for its entire ecosystem will be more resilient and successful in the long run.

• 2. Values as the Lens for Strategic Opportunity: The workshop treats the company's authentic Core Values as the primary lens for strategic innovation. By viewing the external landscape—including market trends and Environmental, Social, and Governance (ESG) factors—through the filter of our unique values, the team can identify opportunities that are not only profitable but are also authentic to who we are. This approach turns our integrity into a tangible source of competitive advantage.

Part 2: The Pre-Workshop Briefing Pack

This pack should be sent to all workshop participants one week prior to the session. Its purpose is to provide a common foundation of data and to stimulate strategic thinking.

2.1. Welcome & Introduction Letter

Subject: Preparation for our Integrated Impact Strategy Workshop

Team,

Next week, we will be coming together for a critical workshop to define the future of our company's strategy. The goal of this session is not just to set our financial and operational targets, but to fundamentally integrate our commitment to integrity and multi-stakeholder value creation into the very core of our plan for growth.

To make our time together as productive as possible, I ask that you review the materials in this briefing pack and come prepared to discuss the reflection questions. The data included provides a snapshot of our current state, and your thoughtful reflection will be the essential ingredient for building our future state.

This is a pivotal moment for us to define not just what we will achieve, but who we will be as an organization. I look forward to a candid, creative, and courageous conversation.

Best,

[CEO Name]

2.2. Section 1: Our Foundation & Current State

This section provides the essential context for the workshop.

• A. Our Values Charter:

• The complete, official Values Charter as defined in the Values Discovery Workshop. This is the non-negotiable foundation for our strategic discussion.

• B. Strategic Integrity Alignment Audit (SIAA) - Executive Summary:

• A one-page summary of the key findings from the SIAA, highlighting the gaps between our newly clarified Values Charter and our current operations.

• C. Ethical-Strategic Materiality Matrix (ESMM) - Key Insights:

• The completed ESMM, highlighting the top 5 Environmental, Social, and Governance (ESG) issues most important to our stakeholders.

• D. Voice of the Stakeholder - Dashboard:

• Key themes from recent employee and customer surveys.

• A brief summary of key ESG trends in our industry.

2.3. Section 2: Pre-Workshop Reflection Questions

Please set aside 60-90 minutes to reflect on these questions before the workshop. Your thoughtful answers will be the starting point for our group discussions.

Question 1: Living Our Values (Our Core)

• Reviewing our Values Charter, which value do you believe we are currently living most consistently? Where is the evidence? Which value has the largest "say-do" gap between our charter and our daily reality?

Question 2: Value Creation for Stakeholders

• Who are our three most critical stakeholder groups? For each one, what is the most important form of value we currently create for them? What is the most significant way we currently fail to create value for them, or even destroy it?

Question 3: Strategic Tensions & Opportunities

• What is the biggest tension you see between our short-term financial goals and our long-term commitment to our Values Charter? Looking at market trends and ESG factors, what is the single biggest opportunity we have to use one of our core values as a source of competitive advantage?

Question 4: Future Needs (Our Aspirations)

• Looking at the future of our industry, what is one characteristic or capability (an "aspirational value") that we do not consistently practice today but that we must develop to be successful in the next five years? (e.g., Innovation, Agility, Data-Driven Decision-Making).

Part 3: The Facilitator's Guide & Workshop Agenda

This guide provides the structure, exercises, and talking points for a 1- or 2-day Integrated Impact Strategy Workshop. The facilitator's role is to guide the conversation, challenge assumptions, and ensure the team reaches concrete, actionable conclusions.

3.1. Facilitator's Note: Core vs. Aspirational Values

Before starting, it is critical to understand the two types of values that will emerge in this workshop:

• Core Values: These are the principles from the Values Charter. They are the "how" – the non-negotiable rules that govern our behavior. They act as a filter for our strategy.

• Aspirational Values: These are the capabilities we need to build for the future (from pre-work Question 4). They are the "what" – strategic destinations we need to reach. They often become the basis for new strategic pillars.
  Your job as a facilitator is to help the team use both types of values correctly in their strategic thinking.

3.2. Workshop Agenda Overview

• Day 1: Foundation & Aspiration (The "Why" and "What")

• Module 1: Setting the Stage & Reviewing Our Current Reality

• Module 2: Defining Our Purpose & Long-Term Vision

• Module 3: Mapping Our Stakeholder Value Proposition

• Day 2: Strategy & Action (The "How")

• Module 4: Identifying Strategic Pillars & Priorities

• Module 5: Brainstorming Key Initiatives

• Module 6: Building the Implementation Roadmap & Commitments

(Note: For a 1-day workshop, Modules 1, 2, and 4 are essential. Modules 3 and 5 can be condensed.)

3.3. Detailed Workshop Modules

DAY 1: FOUNDATION & ASPIRATION

• Module 1: Setting the Stage & Reviewing Our Reality (90 mins)

• (0:00-0:30) CEO's Opening & Reaffirming Our Values: The CEO kicks off, setting the strategic context. The facilitator then prominently displays the Values Charter and says, "This is our North Star for the next two days. Every decision we make must be in service of these principles."

• (0:30-1:30) Exercise - "Data Debrief & Shared Diagnosis": The facilitator presents highlights from the Briefing Pack. In small groups, leaders discuss: "Based on this data, what is the single biggest gap between our Values Charter and our current performance?" Each group shares their diagnosis.

• Module 2: Defining Our Purpose & Long-Term Vision (2 hours)

• (1:30-2:30) Exercise - "Purpose in Service of Our Values": A facilitated discussion. The facilitator asks, "How does our purpose enable us to live our values? How can we refine our purpose statement to make that link even clearer?"

• (2:30-3:30) Exercise - "Vision Headline": The facilitator asks: "Imagine it's 5 years from now and a major business publication is writing a story about how we brought our values to life. What is the headline?"

• Module 3: Mapping Our Stakeholder Value Proposition (90 mins)

• (3:30-5:00) Exercise - "Stakeholder Value Map": Based on the pre-work from Question 2, the team works together to fill out a large-scale value map on the whiteboard for its top 3 stakeholders (e.g., Customers, Employees, Shareholders). For each stakeholder, they define:

1. What We Promise Them: (Our explicit or implicit value proposition)

2. How We Deliver: (The key products, services, or processes)

3. Where We Fall Short: (The key pain points or value gaps, often where we fail to live a core value)

4. The Opportunity: (How could we create even more value for them by better living our values?)

DAY 2: STRATEGY & ACTION

• Module 4: Identifying Strategic Pillars & Priorities (2 hours)

• (9:00-11:00) Exercise - "Pillars in Service of Values": The facilitator guides the team to translate the aspirational work from Day 1 into 3-5 concrete Strategic Pillars for the next 3 years.

• Facilitator Prompt: "Let's look at our vision, our stakeholder map, and our aspirational values. What are the 3-5 most important outcomes we must achieve? For each pillar we propose, we must check it against our Core Values as a filter. Does this pillar align with who we are?"

• Example: An aspirational value like "Innovation" might lead to a pillar called "Lead the Market in Sustainable Innovation." The team would then check this against their core values: "Is our plan to innovate aligned with our value of Integrity?"

• Module 5: Brainstorming Key Initiatives (90 mins)

• (11:00-12:30) Exercise - "Initiative Brainstorm": For each Strategic Pillar, the team brainstorms a list of potential key initiatives or projects that would bring it to life. This is a creative, divergent thinking phase where all ideas are welcome.

• Example (for "Become the Most Trusted Brand"): "Launch a radical transparency report," "Redesign our customer service process around proactive problem-solving," "Invest in a third-party ethical certification."

• Module 6: Building the Implementation Roadmap & Commitments (2.5 hours)

• (12:30-2:30) Exercise - "Prioritization & Ownership": The team uses a simple 2x2 matrix (Impact vs. Effort) to prioritize the brainstormed initiatives. For the top 1-2 initiatives under each pillar, they assign a clear executive sponsor (owner) and a target completion date for a more detailed project plan to be developed.

• (2:30-3:00) CEO's Closing & Call to Action: The CEO closes the workshop by summarizing the key decisions, reiterating the new strategic direction, explicitly linking it back to the Values Charter, and making a clear call to action for the leadership team to champion this plan across the organization.

Part 4: The Strategic Output Template

This template is to be filled out by the facilitator during and after the workshop. It serves as the official record of the strategic plan developed by the leadership team.

[Your Company Logo]

Integrated Impact Strategy: [Year] - [Year+3]

Document Version: 1.0 | Date: [Date of Workshop]

1. Our North Star: Purpose, Vision & Values

• Our Values Charter:

• [Insert the complete, official Values Charter here. It is the foundation of this document.]

• Our Purpose (Why We Exist):

• [Insert the refreshed Purpose Statement.]

• Our Vision (Where We Are Going):

• [Insert the 5-year "Vision Headline."]

2. Our Stakeholder Commitment

We succeed only when our stakeholders succeed. For the period of this strategic plan, we make the following commitments:

• To Our Customers: We commit to [e.g., delivering the most reliable and transparent service in our industry, never compromising on quality].

• To Our Employees: We commit to [e.g., fostering a culture of psychological safety and providing clear opportunities for growth and development].

• To Our Shareholders: We commit to [e.g., creating sustainable, long-term value by building a resilient and trusted business].

• To Our Community/Society: We commit to [e.g., reducing our environmental footprint by X% and investing in the communities where we operate].

3. Our Strategic Pillars & Key Initiatives

• [This is the core of the strategic plan, detailing the 3-5 pillars and the prioritized initiatives.]

Strategic Pillar 1: [Name of Pillar, e.g., Become the Most Trusted Brand in Our Industry]

• Alignment with Our Core Values: [List the core value(s) this pillar directly supports, e.g., "Integrity," "Customer Obsession."]

• Objective: [A 1-2 sentence description of what success looks like for this pillar.]

• Key Initiatives:

• 1a. Initiative Name: [e.g., Radical Transparency Program]

• Executive Sponsor: [Name]

• Target for Detailed Plan: [Date]

• 1b. Initiative Name: [e.g., Proactive Customer Service Redesign]

• Executive Sponsor: [Name]

• Target for Detailed Plan: [Date]

Strategic Pillar 2: [Name of Pillar, e.g., Build a Culture of Innovation] (Based on an Aspirational Value)

• Alignment with Our Core Values: [e.g., "This must be pursued in a way that is consistent with our values of 'One Team' and 'Courage'."]

• Objective: [A 1-2 sentence description of what success looks like for this pillar.]

• Key Initiatives:

• 2a. Initiative Name: [e.g., Launch R&D Innovation Fund]

• Executive Sponsor: [Name]

• Target for Detailed Plan: [Date]

• 2b. Initiative Name: [e.g., Revamp Performance Metrics to Reward Smart Risk-Taking]

• Executive Sponsor: [Name]

• Target for Detailed Plan: [Date]

(And so on for all pillars)

4. Next Steps & Accountability

• Cascading the Strategy: The Executive Sponsors for each initiative are responsible for developing a detailed project plan and budget, to be presented to the full leadership team by their target date.

• Communication Plan: The Head of Communications will develop a plan to cascade this strategy to the entire organization, ensuring every employee understands our new direction and how their work contributes to it.

• Tracking & Review: This strategic plan will be reviewed quarterly by the senior leadership team to track progress against our key initiatives and make adjustments as needed.