Strategy Document

Strategy Document Writer

Produces strategic documents that are specific enough to act on. The quality bar: every statement should be falsifiable ("We have 3 React developers with 10+ years experience" vs "We have a strong team") and every recommendation should be implementable within a defined timeframe.

Process

Step 1: Determine the mode

Ask the user which document type they need:

1. SWOT analysis — assess current position
2. Business plan (lean or full) — articulate the business model
3. OKRs / Goals — set measurable objectives
4. Competitive analysis — understand the market landscape

If the user is unsure, ask what decision they are trying to make. That usually reveals the right mode:

• "Should we enter this market?" -> Competitive analysis + SWOT
• "What should we focus on this quarter?" -> OKRs
• "We need funding / a partner deck" -> Business plan
• "Something feels off but I can't pinpoint it" -> SWOT

Step 2: Gather context

Ask for:

• Business name, industry, size (team, revenue if comfortable sharing)
• Current situation (what prompted this exercise?)
• Key competitors (if known)
• Time horizon (this quarter, this year, 3-year)
• Audience for the document (internal team, board, investors, bank, personal clarity)

The audience determines the level of detail. A bank wants financial projections. A founder wants clarity. A team wants direction.

Step 3: Draft and validate

Write the document, then review every entry against the specificity test: could this statement apply to any business in the industry? If yes, it is too vague. Rewrite with the user's specific context.

Mode 1: SWOT Analysis

Structure

Present as a 2x2 grid with 3-5 points per quadrant. Each point is one sentence — specific and actionable.

             HELPFUL                    HARMFUL
          to achieving objectives    to achieving objectives

INTERNAL  STRENGTHS                  WEAKNESSES
(origin)  - ...                      - ...
          - ...                      - ...

EXTERNAL  OPPORTUNITIES              THREATS
(origin)  - ...                      - ...
          - ...                      - ...

Internal (Strengths, Weaknesses) = things the business controls: team skills, processes, technology, finances, culture, IP.

External (Opportunities, Threats) = things the business does not control: market trends, competitors, regulation, economic conditions, technology shifts.

Quality bar for entries

Every entry should pass the "so what?" test — it must be clear why this point matters for strategic decisions.

The "So What?" Section

After the grid, add a section that translates findings into actions:

Strategic implications:

• Which strengths can be leveraged against which opportunities? (attack)
• Which weaknesses are exposed by which threats? (defend)
• What should the business start doing, stop doing, or change?

This is the most valuable part of a SWOT. The grid without implications is an exercise in categorisation, not strategy.

Anti-patterns

• Listing the same point in both Strengths and Opportunities (if it is internal, it is a strength)
• Including items the business cannot influence in Strengths/Weaknesses
• Generic entries that apply to every business in the industry
• No implications section — the grid alone is not actionable

Mode 2: Business Plan

Lean format (one page)

Use when the audience is the founder or a small team needing clarity. One paragraph per section, no padding.

The test for each section: if you cannot say it in one paragraph, you do not understand it well enough yet. Rewrite until you can.

Full format

Adds to the lean format:

• Executive Summary (write last — it summarises everything else)
• Market Analysis — TAM/SAM/SOM with sources, customer segments, market trends
• Financial Projections — 12-month P&L, cash flow forecast, break-even analysis
• Team — key people, their relevant experience, gaps to fill
• Milestones — what happens in the next 3, 6, and 12 months with specific deliverables

Writing principles for plans

• Present tense for current state, future tense for plans. Never past tense for the core model.
• Financial projections must state assumptions explicitly. "$50K MRR by month 12" needs "assuming 15% monthly growth from current $12K base and 5% churn."
• Acknowledge risks. Investors and lenders trust founders who see the dangers, not those who pretend they do not exist.
• No aspirational filler. "We aim to be the leading provider" is not a plan. "We will acquire 200 paying customers in 12 months through Google Ads ($5K/month budget, target $25 CAC)" is a plan.

Mode 3: OKRs and Goals

Structure

OBJECTIVE: [Qualitative, inspiring, time-bound]

  KR1: [Quantitative, measurable, has a number]
  KR2: [Quantitative, measurable, has a number]
  KR3: [Quantitative, measurable, has a number]

Typically 3-5 Objectives per quarter, each with 3-5 Key Results.

Objectives

• Qualitative and inspiring — describes the desired future state
• Time-bound (usually one quarter)
• Ambitious but achievable with stretch effort (70% completion = healthy)