SolutionsSteerStrategic Development & Intake

Foundation · included with every Steer module

Make strategy a living system, not a once-a-year event.

“What has to go right for this bet to pay off?”

Strategic Development & Intake is where the enterprise decides where to compete and what to fund — and keeps deciding. Every choice keeps its assumptions. Every assumption has an owner and a review date. Scenarios sit beside the approved plan instead of in a separate spreadsheet. New requests come through one front door and are weighed against the strategy before anyone commits people. And every decision is recorded with what success should look like, so the next one starts from experience instead of memory.

Rooms you open

  • Trace Strategy to Cost
  • Shape the Intake
  • Plan the Year
  • Change Outcomes

Methods supported

CLEAROKRsBIZBOK

Part of Steer · What should we do — and why?

The pressure

The plan is locked every quarter. Reality is not.

New requests arrive every week and get prioritized by whoever pushes hardest. Assumptions sit in an appendix. When the market shifts, nobody can see which bets it affects — so strategy gets reset at the next offsite instead of adjusted in between. And when someone asks why a bet was made, the answer depends on who remembers.

What it looks like today

  • Requests prioritized by volume, not by strategy
  • Scenarios modeled once, then abandoned
  • Investment options never compared side by side
  • Decisions with no record of why, or of what they changed

What changes

What changes.

Assumptions in an appendix

What has to go right, owned and dated, attached to every bet

One plan, no alternatives

The approved plan beside the alternatives you considered

Requests handled by inbox

One front door, weighed against strategy, capacity and cost

Decisions buried in meeting notes

A decision record with expected results beside actual ones

Scenarios built in

The approved plan — and the alternative you didn’t choose.

Most strategy tools hold one plan. Steer keeps the approved plan beside its alternatives, with the assumptions, money and people behind each. Re-planning creates a new version, not a new spreadsheet. And when a goal changes, you can see exactly what kept running after the strategy moved.

Where other tools stop

Planning tools version the numbers. Strategy decks version the slides. Neither keeps the choice, its assumptions and its alternatives together.

The rooms

The rooms inside Strategic Development & Intake.

Each room answers one question a leader actually asks, with the view that answers it and the measures that say whether it is working.

A room is a ready-made view that answers one leadership question, built on the same shared data as every other room.

Room 01

Trace Strategy to Cost

“Which strategic bets are we funding, and what do they actually cost?”

One strategy followed end to end — goal, investment, project, the capability it improves and what it costs.

How you know it is working

  • Funded bets traceable from strategy to cost, up
  • Funded bets linked to a goal or key result, up
  • Investment spend with no owner and no oversight, to zero

Room 02

Shape the Intake

“Which requests deserve our people’s time, and what would we stop to make room?”

Ideas, requests and opportunities in one place, each weighed against the goals it would serve and the people and money it would need.

How you know it is working

  • Requests linked to a strategic goal before approval, up
  • Time from request to a recorded decision, down

Room 03

Plan the Year

“What is the approved plan, and what alternatives did we consider?”

The locked, approved plan beside its alternatives — compared, never added together, with finance and headcount planned together.

How you know it is working

  • Scenarios compared side by side before committing, up
  • Unapproved changes to the plan after sign-off, to zero
  • Time to re-plan when the business changes, down

Room 04

Change Outcomes

“Did the decisions we made actually pay off?”

Each recorded decision beside what it delivered, on the measures it named — building a track record decision by decision.

How you know it is working

  • Decisions recorded with both expected and actual results, up
  • Decisions whose results moved the way they were expected to, up
  • Types of decision with enough track record to delegate, up

Who it is for

Who opens it, and what they ask.

CEO

“Which bets are we funding, and are they delivering what we expected?

Chief strategy officer

“Which assumptions have changed, and which bets do they put at risk?

CFO

“What would the alternative plan cost, and what would we stop to pay for it?

Portfolio office lead

“Which requests should move forward, and which should be declined now?

What it replaces

Retire the workarounds — on your schedule.

  • The annual strategy deck
  • Request-tracking spreadsheets and queues
  • Scenario models that live on one analyst’s laptop

How it is licensed

Strategic Development & Intake is the foundation of Steer and is included with every module in it.

Always enterprise-wide. One Industry Strategy Edition is included with every Steer license.

See pricing

Methods and frameworks

Runs the methods you already use.

Dotwork does not ask you to adopt a new method. The frameworks your teams run become views over the same model.

CLEAR

Strategy to execution, connected and measured.

OKRs

Objectives and key results, measured against live evidence.

BIZBOK

The business architecture standard for mapping what a business does and how value flows.

The model underneath

Every module makes the next one smarter.

Steer, Fund & Optimize and Govern & Deliver all read and write the same Enterprise Operating Model. The first module you license builds the model. Every module after it adds context instead of another silo — and Dotwork AI reads all of it, stopping where the decision is yours.

See the Enterprise Operating Model

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