sp-plan

Map each BSC objective or OKR to one or more initiatives, then assign each an owner, budget, timeline, and success KPI. Organize them into quick wins (≤90 days), core initiatives (3-12 months), and long-term capabilities (12-36 months).

A strategic initiative directly impacts at least one BSC KPI, requires significant cross-functional resources or coordination, and would not happen without the strategy. Routine operational work belongs in the area backlog, not the strategic plan.

Capacity depends on organization size: 2-3 for under 50 people, 3-5 for 50-200, 5-8 for 200-500, and 8-12 per business unit above 500. Exceeding these limits produces half-finished initiatives and mediocre results.

Skip it if OKRs are not yet approved, since planning without validated objectives disconnects initiatives from strategy. Also avoid it for routine operational work or when budgets are entirely uncertain; document assumptions and ranges instead of fabricating figures.

Warning signs include initiatives without a single owner, evenly distributed budgets, no quick wins, more than 15 simultaneous initiatives, everything scheduled in one quarter, no communication plan, and no contingency buffer of roughly 10-15 percent.