Last week, a few readers asked me what kind of executive visual diagram I meant when I talked about mapping a strategy program on one page, as a key part of a strategy rollout.
It’s a great question, because I use these visuals often. And the truth is, they’re simple but powerful. When I work with CEOs and leaders, this one-pager is usually the moment things click. It creates shared understanding, fast, and gives shape to something that previously felt abstract.
If you can’t get your strategy down to a single page, it’s a sign there’s more work to do. Distilling it forces clarity. And just going through that process is often more valuable than the final product: it’s where real alignment begins.
A CEO, a BIG DECK, and one powerful sketch
A CEO called me just after their board approved a multi-year transformation. They had the BIG DECK (over 100 pages). Execution felt overwhelming.
Rather than diving straight into delivery, we spent the first few hours doing something deceptively simple: we drew a one-page diagram. That sketch became the anchor for every initiative, stakeholder conversation, and strategic decision over the next eight weeks. It created fast alignment across siloed divisions.
Once the executive team had agreed on it, the CEO presented it to the board. The board loved it. The simplicity reassured them. It also gave them confidence that the executive team was aligned and engaged.
That visual set the foundation for a transformation that’s still talked about inside the company years later. Yes, they exceeded their financial goals, but the deeper success came from the clarity of messaging that everyone was behind, and the measurable behaviour shifts that followed.
100s of editable frameworks in The Turbochargers Hub
3 Tips to Map Out Your Strategy Program
1. Sketch a one-page visual
The framework above is one of my go-to tools. It is powerful as I blend together three disciplines into one simple visual:
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First, a variation of the Strategy House used by McKinsey and other MBB firms. The roof represents your goal or North Star.
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Second, I layer in the portfolios, programs and projects – these are called “pillars” by Strategists, or “Work Breakdown Structure” (WBS) by Project Managers.
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Third, at the bottom of the diagram, I emphasise change management and other enablers such as technology that underpin everything. Think of them as the concrete slab that supports the whole house.
I teach this inside The Turbochargers Hub in a one-hour express module (with recording and editable playbook). Email me if you’d like access.
2. Co-design it with stakeholders
This isn’t just a sketch. Use it as a thinking process. It will help you clarify what you’re really trying to achieve, and how the pieces fit together. You’ll avoid friction later by building alignment early.
3. Use it with your Board
Board members are big picture thinkers. Many sit on multiple boards. A clear one-page visual helps them immediately orient themselves and understand how each board paper fits within the broader strategy. It makes their job easier, and your strategy more actionable.
One of the things I’m truly grateful for from my time with McKinsey is learning how to use frameworks strategically. Every colour and position of shapes on the page conveys something important. I’d love you to show you exactly how to get the most value from using visuals in your strategic projects in The Turbochargers Hub. If you join us before October 21st, 9am AEDT, you can join our next live session on “Tools to Accelerate your Strategic Projects”. Email me for info.
“If you can’t explain it simply, you don’t understand it well enough.”
Albert Einstein
PS More Ways to Accelerate your Strategy
Looking to move your strategy forward? Lisa Carlin works with selected clients directly to go from strategy to plan to result. Email Lisa.
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About Lisa Carlin
Lisa Carlin is a Strategy Execution Specialist. She works with business leaders to go from strategy to plan to result with culture intelligence and AI.
Lisa is author of the globally acclaimed newsletter, Turbocharge Weekly, read by 8,000 business leaders.
Lisa’s career includes roles at McKinsey and Accenture, then running her own business since 1999. Over this time she has delivered over 50 implementations with a 96% success rate.