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Strategy memo template: diagnosis, policy, actions

A strategy memo that fits on one page: what is really going on, the one choice that follows, and the actions that carry it out. Written for a board or a leadership team deciding next year.

Use this template needs the free Obsidian plugin; it makes a new note from the outline.

Example · Copperline · 2027 strategy

Copperline in 2027.
Win the mid-market, not the enterprise.

Strategy memo for the board, October 2026. Diagnosis, the guiding policy, and the actions that follow from it. Copperline makes dispatch software for freight carriers.

01Diagnosiswhat is really going on
$11.4M
ARR, growing 34% a year
9 months
average enterprise sales cycle
27 days
average mid-market sales cycle
3
enterprise deals take 40% of engineering time

The problem We sell to everyone. Enterprise deals are large, but slow and full of custom work. Carriers with 20–200 trucks buy fast, renew at 94%, and we under-serve them.

Options we considered

Option
What it means
Verdict
Double down on enterprise
hire a field sales team, build custom integrations
No
Mid-market, self-serve
carriers with 20–200 trucks, sign up without sales
Go
Expand to Europe
localize for two new markets
Later
02Guiding policy

Policy: every product and sales decision in 2027 serves carriers with 20 to 200 trucks.

Stopcustom work for single customers
StopRFPs that need on-premise hosting
Keepthe three enterprise accounts, as they are
Starta self-serve plan with a free trial
Startintegrations with the top five load boards
Starta partner program with fuel card companies
1Customer
  • Carriers with 20–200 trucks
  • Owner or head of operations decides
2Problem
  • Dispatch runs on phone calls and spreadsheets
  • Empty miles eat the margin
Existing alternatives
  • Spreadsheets, legacy TMS
3Value proposition
  • Fewer empty miles in the first month
4Solution
  • Load matching, driver app, invoicing
5Channels
  • Load boards, fuel card partners
6Revenue
  • $45 per truck a month
7Costs
  • Engineering, onboarding, partner fees
8Key metrics
  • Trucks under management, 90-day retention
9Unfair advantage
  • Six years of lane pricing data
03Coherent actionswhat we do in 2027
  1. Self-serve plan in Q1. Sign-up, trial and card payment without a sales call.
  2. Load board integrations in Q2. The five boards our customers use most.
  3. Fuel card partners in Q3. Two partners selling Copperline to their carriers.
  4. Sales team refocused. Four account executives move from enterprise to mid-market.
2027
FebMarAprMayJunJulAugSepOctNovDec
Product
Self-serve plan
Load board integrations
Go to market
Sales team refocused
Fuel card partners
$20M ARR

Goal: $20M ARR at the end of 2027, with 60% of new revenue from carriers under 200 trucks.

A strategy memo explains a choice: what the company or team will focus on, and what it will stop doing. The readers are a board, a leadership team, or everyone in a small company. They will refer back to it all year when they decide which deal to take or which feature to build, so it has to be short enough to remember.

This template follows Richard Rumelt's kernel of good strategy, from Good Strategy Bad Strategy: a diagnosis, a guiding policy, and coherent actions. It adds a table of options considered, a stop/keep/start list and a Lean Canvas for the chosen customer. The example above is a 2027 strategy for Copperline, a made-up dispatch software company for freight carriers.

What goes in each section

The headline

The choice and what it rules out: "Win the mid-market, not the enterprise." Mistake to avoid: a headline that is a goal ("Become the leader in dispatch software"). A strategy headline must exclude something.

01 · Diagnosis

What is really going on, in numbers and three sentences. Copperline's numbers: $11.4M ARR growing 34%, a 9-month enterprise sales cycle against 27 days in the mid-market, and 3 enterprise deals taking 40% of engineering time. Then the crux: "We sell to everyone. Enterprise deals are large, but slow and full of custom work. Carriers with 20–200 trucks buy fast, renew at 94%, and we under-serve them." Finish with a table of the options you considered and a verdict for each: double down on enterprise (no), mid-market self-serve (go), expand to Europe (later).

Mistake to avoid: a diagnosis that lists every problem. Rumelt's point is to find the one that matters and say why the current approach does not solve it.

02 · Guiding policy

One sentence that rules things out: "every product and sales decision in 2027 serves carriers with 20 to 200 trucks." Then what follows from it: stop custom work for single customers, stop on-premise RFPs, keep the three enterprise accounts as they are, start a self-serve plan, load board integrations and a fuel card partner program. A Lean Canvas fills in the chosen customer, problem, channels, revenue ($45 per truck a month) and unfair advantage (six years of lane pricing data).

Mistake to avoid: a policy so broad that nobody has to stop anything. If the stop list is empty, the policy is a slogan.

03 · Coherent actions

Three to five actions with a quarter each, which together carry out the policy: self-serve plan in Q1, load board integrations in Q2, fuel card partners in Q3, four account executives moved to mid-market. A timeline shows the order, and one goal closes the page: $20M ARR at the end of 2027, with 60% of new revenue from carriers under 200 trucks.

Mistake to avoid: actions that pull in different directions, such as a self-serve plan and a new enterprise sales team. Coherent means each action makes the others work better.

How often and how long

Once a year for a company strategy, revisited each quarter against the actions. One page: four diagnosis numbers, a three-sentence crux, one policy sentence, three to five actions. If you need a strategy document template for a larger organisation, keep this page as its first page and put the analysis behind it. Bring it to the board as the deep dive of a board pre-read. For a new business rather than a choice inside a running one, start with a one page business plan.

How to use this template

Where myone.page helps

A strategy memo is drafted with a few people before it goes to many. Shared from the plugin, it is one link: co-founders and directors edit it in the browser without Obsidian, and their changes come back into your note, so there is one version instead of a thread of attachments. The page is end-to-end encrypted, which suits plans you do not want on someone else's server in plain text.

Questions

What is the kernel of strategy?

Richard Rumelt's three parts of a good strategy, from Good Strategy Bad Strategy: a diagnosis of the challenge, a guiding policy for dealing with it, and coherent actions that carry out the policy. A plan missing any of the three is not a strategy.

How long should a strategy memo be?

One page for the decision, about 500 to 900 words. Supporting analysis can sit in an appendix. If the policy cannot be stated in one sentence, it is not yet a choice.

What is the difference between a strategy and a goal?

A goal is where you want to be, such as $20M ARR. A strategy is how you will get there given what is hard: the diagnosis, the choice you make, and what you will stop doing because of it.

Can a one page strategic plan replace a full strategy document?

For most startups and teams, yes. The long document is rarely read; the one page is. Keep the analysis as a link and make the page the thing people refer to all year.

Read next

Turn your next note into a page

Write in Obsidian as you do now. The free plugin shows the note as a page with stats, tables and charts, and shares it as a link your team can edit in the browser; their edits come back to the note.