From a broad vision to one of a national charity's five strategic goals

Sounds like you if

• You have a broad ambition, and the route to impact isn't clear yet
• Your people are spread across a national network
• The board needs evidence before it backs a plan

The challenge

Stewardship wanted to strengthen financial leadership across its national network, but the vision was broad and the route to impact unclear.

The brief

Clarify the vision with the CEO, the Chief Strategy Officer and the board, define what success would look like, and turn it into a plan the organisation could deliver and measure.

What we built together

1. Clarified the vision

   With the CEO, the Chief Strategy Officer and the board, including what success would look like.

2. Turned it into a roadmap

   A phased plan with objectives, milestones and success measures.

3. Built the evidence base

   A national survey with 135 responses, plus 18 workshops and group sessions.

4. Designed and delivered a pilot

   A four-session training programme for a national pilot cohort of 15 leaders, supported by a diagnostic tool with visual results and AI-powered insight capture.

5. Kept it on course

   Fortnightly strategic reviews with the CEO and Chief Strategy Officer, and speaking for the organisation at its annual conference and three further industry conferences.

What it took

• Evidence before commitment: the survey and workshops came before the programme was built, and a pilot of 15 leaders comes before any national roll-out.
• Fortnightly reviews with the CEO and Chief Strategy Officer kept the work tied to the organisation's priorities.

What changed

• The work was adopted as one of the organisation's five strategic goals for the year.
• The engagement was extended from 6 to more than 12 months.
• A national pilot of 15 leaders is running, built on what 135 survey responses and 18 sessions said.

What's next

The work concludes in November 2026 with a strategic report to the Board and a plan for national roll-out.