The document outlines standards for developing and executing an organizational strategy according to the Orgtology methodology. It describes 13 phases for defining purpose, understanding reality, creating strategic intent, defining interventions, developing strategy documents, and monitoring execution. Each phase contains 3-7 standards for tasks like developing strategic objectives, targets, programs, and monitoring scorecards. The overall process provides a framework to strategically position an organization.

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Phase 1: Define the organisation
• IOI Standard 1: Define the purpose of an organisation.
• IOI Standard 2: Develop a business model for an organisation.
• IOI Standard 3: Develop organisational values.
Phase 2: Understand the reality of the organisation
• IOI Standard 4: Understand the EOP of an organisation.
• IOI Standard 5: Extract operational items from the process construct.
• IOI Standard 6: Assess the strategic position of the organisation.
• IOI Standard 7: Assess the RPO maturity of an organisation.

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Phase 3: Create strategic intent
• IOI Standard 8: Develop strategic intent through the 5V Model.
Phase 4: Define the strategic intervention
• IOI Standard 9: Define strategic objectives.
• IOI Standard 10: Create V4 targets.
• IOI Standard 11: Create a work breakdown for strategic programmes.
Phase 5: Develop a strategic document
• IOI Standard 12: Develop a strategy document.
Phase 6: Execute and monitor the strategy
• IOI Standard 13: Monitor the execution of strategy.

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5. Define the purpose of
Org.
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IOI Quality
Standard 1

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(1.1) Write a statement of purpose in such a way that:
(1.1.1) It defines the existence of Org;
(1.1.2) It is distinct from a statement of intent; and
(1.1.3) It is in present state. E.g., “We ensure
price and financial stability for the country.”
Do not describe a future state, e.g., “To
ensure price and financial stability for the
country.”

7. Develop a business
model for Org.
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IOI Quality
Standard 2

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(2.1) Do research on business models of similar
organisations and industries.
(2.2) Identify the value drivers for the business model.
Generic value drivers in orgamatics are process
efficiency; strategic effectiveness; meaningful
relationships; focused intelligence; and productive
resources.
(2.3) List and describe the core critical success factors
(CSF) for Org to perform and stay relevant. These
are high level CSF’s and as rule of thumb, they
must not exceed ten. The CSF’s for performance
and relevance must be listed separately.

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(2.4) Describe the business model. The description
must give detail on the unique way in which Org
does its business. Some items to consider when
describing a business model are value
propositions; target customer segments;
distribution channels; customer relationships;
value configurations; core capabilities; commercial
network; partner network; cost structure; and
revenue model.
(2.5) Depict the “value flow” of your business model.
This is a model, value chain, or diagram that
shows the interdependence of the organisational
activity. The core value drivers must be depicted.

10. Develop organisational
values.
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IOI Quality
Standard 3

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Cross-functional standard taken from standards for
“Create an organisational culture”.

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13. Understand the EOP of
Org.
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IOI Quality
Standard 4

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Cross functional standard taken from standards for
“Do an EOP analysis”.

15. Extract operational
systems, core targets,
and top ten risks from
the process construct.
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IOI Quality
Standard 5

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(5.1) Extract the core operational systems of Org from
its process construct and list it in the strategy
document with an explanation.
(5.2) Extract the core processes of each system from t
he process construct and list them with their
systems in the strategy document. Give an
explanation and aim of each system and its
processes.

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(5.3) Extract the core operational targets from the
process construct and list in the strategy
document. This should include the qualification,
quantification, measures, evidence, and
weighting.
(5.4) Extract the top ten operational risks from the
process construct and list in the strategy
document.

18. Assess the strategic
position of Org.
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IOI Quality
Standard 6

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(6.1) Use the EOP analysis to understand the risk
exposure, opportunities, and process efficiency of
Org.
(6.2) Compare your EOP to that of similar organisations
in your industry.
(6.3) Assess your rank/position in your industry. If there
is no standard way to assess the rank or position
of an organisation in your industry, then create a
standard way.

20. Assess the RPO
maturity of Org.
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IOI Quality
Standard 7

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Cross-functional standard taken from standards for
“Assess RPO maturity”.

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23. Develop strategic
intent through the 5V
model.
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IOI Quality
Standard 8

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8.1. Create a V1 statement. V1 is a definition for the
ultimate dream for Org. This is a non-quantifiable
idea of the ultimate state of your organisation. It is a
dream, and dreams are the business of the entity
who dreams them. You can therefore define it in any
way you wish.
8.2. Decide what rank or position you want Org to have in
your industry hierarchy.
8.3. Identify the gap between your current rank/position
and your desired rank/position. If it is possible to
close this gap within your envisioned strategic
period, then keep your desired rank as is. If it is not
possible, then adjust your desired rank or adjust the
strategic period.

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8.4. Create a V4 statement. V4 is a projection of
the position of Org at the end of a strategic
period. This becomes the vision of Org for its
strategic period. V4 must be in line with V1 –
the ultimate dream of Org. Orgtologist mostly
use the position/rank within the industry to
formulate a V4 statement. This is not a rule.
8.5. Decide on a strategic period. This would be a
projection of how long it will take Org to move
from its current state to its desired V4 state.

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8.6. Shorten the gap between V1 and V4 by
creating V2 and V3 statements. V2 and V3 are
statements that show where we want to go
over a longer term than our V4 period. The IOI
is not specific on what the duration of these
periods must be. As rule of thumb, V2 is 15-
years from now and V3 is 10-years from now.
It is preferable that V2 and V3 statements are
quantifiable.
8.7. Stipulate a V5 statement. V5 is a declaration
that all the V4 targets for each of the strategic
years will be met at 100%.

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8.8. Record the 5V statements in such a way that
they imply the following strategic periods:
8.8.1 V1 - ultimate dream
8.8.2 V2 - long-medium term vision
8.8.3 V3 - medium term vision
8.8.4 V4 - short-medium term vision
8.8.5 V5 - short term vision

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29. Define strategic
objectives.
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IOI Quality
Standard 9

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(9.1) Identify which aspects of the EOP analysis you
must work with to close the gap between your
current and V4 position.
(9.2) Cluster your research into (between) two to five
strategic focus areas. Define these focus areas
as strategic objectives.

31. Create V4 targets.
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IOI Quality
Standard 10

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(10.1) Turn each strategic objective into a V4 target.
V4 targets are different to process output
targets in that V4 shows an outcome. In other
words, we do not measure the efficiency of
production or delivery. Instead we measure
the effect that the execution of a strategic
objective had. This is a shift in relevance.
E.g., if the objective is to get more
customers, then the V4 target can be to
increase the market share of Org.

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(10.2) Create a baseline quantification for each V4
target. This is a current state that you
quantify and not a projected state. If the
target is to increase market share, and
current market share is 30%, then the
baseline is 30%.

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(10.3) Quantify each target for each strategic year
within the strategic period. This
quantification is based on the baseline
quantification. There must be a direct
“cause-effect” relationship between the
targets and the quantifications. E.g., if the
target is to increase market share, then the
quantifications for a three-year strategy
might be (Year 1) 40%; (Year 2) 50%; and
(Year 3) 60%.

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(10.4) Show the following items in each V4 target:
(10.4.1) A clear definition of each target;
(10.4.2) A baseline quantification for each
target; and
(10.4.3) A quantification for each target for
each strategic year.

36. Create a work
breakdown for the
programmes and
projects that will execute
V4 targets.
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IOI Quality
Standard 11

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(11.1) Turn each strategic objective into a strategic
programme. The objective becomes the aim
of the programme.
(11.2) Decide which projects will emanate within
each programme.

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(11.3) Decide on the activity breakdown for the
programmes. The breakdown should have the
following items:
(11.3.1) List of activities, including activities that are projects;
(11.3.2) Classification code for each activity (C-Key);
(11.3.3) Dependency flow (predecessors to activities);
(11.3.4) Estimated duration for each activity (use the critical
path or PERT method);
(11.3.5) Name of the responsible person to each activity;
(11.3.6) Resource weight of each activity (cost of the activity as a
percentage of the budget); and
(11.3.7) Target date for completion of the activity.

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(11.4) Obtain project briefs and budgets for all projects
within the strategic programme.
(11.5) Develop a budget for the entire programme.
(11.6) Create a risk register with mitigation and
contingency plans for each risk item.

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41. Develop a strategy
document.
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IOI Quality
Standard 12

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(12.1) Compile a statement of organisational definition and
identity. This statement should include the following
items:
(12.1.1) A statement of purpose / mission;
(12.1.2) A statement of intent / vision;
(12.1.3) A statement of organisational values; and
(12.1.4) A organisational business model.

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(12.2) Compile a statement of operational efficiency. This
statement should include the following items:
(12.2.1) A summary of the process
construct, its core systems, and
their process families;
(12.2.2) A list of the systems targets to the process
construct; and
(12.2.3) A list the top ten process construct risks
with their mitigation and contingency
plans.

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(12.3) Compile a statement of strategic effectiveness. This
statement should include the following items:
(12.3.1) A summary of the EOP analysis with its
proposed strategic focus areas;
(12.3.2) A 5V model;
(12.3.3) A list of the strategic objectives, their
programme aim, the programme director, and
target date;
(12.3.4) The V4 targets with their quantifications; and
(12.3.5) A list of the top ten strategic programme risks with
their mitigation and contingency plans.

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(12.4) Write a section on how Org will monitor and execute
its strategy.
(12.5) Insert an executive summary that explains the context
and process used to devise this strategy as well as
why a specific strategic choice was taken. It should
also have a summarised version of what the strategy
entails.
(12.6) Add other sections to the strategy document as needed.
(12.7) Add the complete EOP analyses as well as all the
programme briefs as annexes to the strategy document.

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47. Monitor the execution
of strategy.
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IOI Quality
Standard 13

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(13.1) Create a strategic scorecard that will show quantified
feedback on the following items:
(13.1.1) Budget and resource consumption for each
programme and project;
(13.1.2) A V4 scorecard that shows how we are
fairing at executing the V4 targets;
(13.1.3) A strategic programmes scorecard that shows the
strategy completion, budget efficiency, and the target
date efficiency. In other words, we must be able to see
how much of the strategy is done, whether we
are spending what we planned to spend, and whether
our execution is on time; and
(13.1.4) A operational target scorecard that shows how well our
process construct is running.

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(13.2) Separate the monitoring of time, cost, and target
execution from the execution of activity. One cannot be
referee and player at the same time.
(13.3) Ensure that programme teams meet regularly, that they
follow project management method, and that the
programme directors are senior people who can give
direct feedback to the CEO.