The report records where the conflicts were and which ambitions passed the double test. What happens next is a choice — not a follow-up step that the tool makes for you. There are three routes, and the order is not accidental: the first route is the tool itself, all the way to the end. Routes two and three start with a partner, outside the tool, and only after the report.
What you get: a route map per ambition. Capability gaps, the roles that go with them, the decision rights, a quarterly rhythm, the recognition-signal checklist, and agenda templates for your own quarterly review. Everything the report has produced comes along as a working document — not as a summary you still have to translate yourself.
This route fits when the ambitions have passed the double test and the organization is already used to quarterly rhythms and review structures. It also fits when there is enough internal authority to let the weighted outcomes of the ambition round stand, even if a department would have preferred a different weighting.
What you need to be able to do yourself: actually schedule the agendas, test the recognition signals every quarter, and adjust when a gate still isn't met. The tool provides the structure; its repetition is up to you.
This route doesn't fit when the ambition round produced a lot of resistance that hasn't been resolved, or when there is no quarterly rhythm to attach it to. A route map without a rhythm around it will just sit there.
What you get: the same digital ambition round and double test, supplemented with a physical session facilitated by a partner. Where how it works describes that the ambition round is online and that everyone does it at their own moment, this route adds the session that may be needed afterward: discussing the overlap and the weighting out loud, with someone who leads that conversation. The tool remains the record — the session feeds the tool, not the other way around.
This route fits when the theme and ambition round brought up significant tension that cannot be resolved in a weighted voting round, or when board members still need to hear each other out before the weighting feels convincing.
What you need to be able to do yourself: bring the outcomes of the digital round into that session without rewriting them there. The session discusses the weighting; it doesn't replace it.
This route doesn't fit when there was no actual conflict — then the session is a meeting without a topic. It also doesn't fit when the organization would rather go straight to execution: then route 1 is faster and the in-between step doesn't match the pace.
What you get: a complete ambition process with the partner, with the report as the starting dossier. The partner takes over the translation into capabilities, roles, and decision rights, and helps build the quarterly rhythm.
This route fits when there is simply no capacity to schedule the route map yourself, or when the scope of the conflicts — for example, between multiple business units with their own P&L — calls for an external party that isn't part of the organization itself.
What you need to be able to do yourself: supply the report as a starting point and feed the outcome of the process back into your own decision-making structure. The partner works with the dossier, not on your behalf indefinitely without feedback.
This route doesn't fit when the organization wants to be able to explain the weighting to its own people itself. A process built externally speaks for itself less easily — that is exactly the risk that what it is describes as the problem of a vision nobody contradicts.
None of the three routes changes what the tool has recorded. The ambitions, the double test, and the weighting are already fixed before a route is chosen. Routes 2 and 3 add human work where the client chooses it themselves; they rewrite nothing of what has already been stored. Anyone unsure between the routes will find the underlying mechanics — the eight dimensions, the five gates, the capability translation — back in the knowledge base.
Strategic themes remain abstract until they land in tasks, hours, and systems. Anyone who wants to make that translation will find the work scan that starts there at ftetoai.com.
Vertel wat u wilt bereiken, dan kijken we samen wat daarvoor moet staan.
Answers come from this site’s knowledge base. Not tailored advice, and not a scan of your company.