The brief the room worked from
Inputs were reviewed before the session so the time was spent deciding rather than presenting. Criteria were agreed before any option was discussed, which is what keeps the loudest voice from setting the ranking.
Inputs reviewed beforehand
- Five years of dealer sell-through, by account
- Direct channel traffic and repeat purchase rates
- Brand perception study, fielded last spring
- Repair service volume, by garment and by age
- Partial Domestic plant capacity assessment
- Two prior strategy documents that were never adopted
Boundaries
- In scope
- Channel weighting, the assortment boundary, the service model, and the customer the brand argues for
- Out of scope
- Capital requests, plant siting, pricing architecture, organizational design
- Fixed
- No new capital before the next fiscal year. Domestic cut-and-sew for the core line is not open for debate. Any direction must be legible to the twelve founding accounts.
Criteria agreed before options were discussed
Strategic fitHow directly it serves the customer the path chooses
ReadinessWhether the capability, data, and owner exist today
EffortWork required to reach a first visible result
DependencyReliance on decisions not yet made
Three directions, compared on the same five questions
The choice set was constrained deliberately. Three paths with a real difference between them produce a decision. An open list of good ideas produces another meeting.
A future state is only credible when it names what it does not intend to touch. The band at the base of this board holds the same five commitments no matter which direction is chosen. One of them comes under pressure, and the workshop records that rather than resolving it.
Strategic shifts under this direction
What stays the same, in full
One document, so departments do not leave with different readings of what leadership decided. It carries the choice, the tradeoffs accepted, and the questions the session could not close.
Open questions carried forward
Recommended follow-on work
Business Case & Roadmap Development
Executive Narrative & Internal Trust Strategy
A workshop of this shape can produce a documented direction, a ranked set of opportunities, an explicit record of what was set aside, and a first list of practical actions. It does not produce a sequenced roadmap, a financial model, or agreement where none exists.