Most strategies do not fail because leaders lack ambition. They fail because strategic intent loses meaning as it moves through organisational layers, functions, and teams.COMPASS introduces a practical operating model for adaptive strategy execution. It helps organisations preserve strategic direction while adapting capability priorities, objectives, contributions, and decisions through evidence, learning, and continuous course correction.At the centre of Compass are five connected elements: vision, strategy, capabilities, objectives, and rhythm. Together, they create a navigation system that turns strategy from a presentation into coordinated organisational movement.This book shows leaders and practitioners how to: - identify the capabilities a strategy genuinely depends on- use strategic and diagnostic lenses to understand what must change- examine capability gaps across data, process, organisation, and technology- prioritise the capabilities that matter most- create capability-anchored Objectives and Key Results- cascade intent as a call for contribution rather than an assignment of tasks- use evidence, confidence, cadence, and Objective Progress Indicators to understand real movement- address resistance, political power, empowerment, and trust during implementation- sustain Compass through continuous learning, recovery, and adaptationCompass does not replace strategy frameworks, OKRs, Agile, KPIs, or capability-based management. It connects them through a coherent operating logic designed for complex environments.Written for executives, transformation leaders, strategy professionals, PMO leaders, product and domain leaders, HR and organisational development professionals, coaches, and consultants, COMPASS offers a practical way to move from activity to meaningful strategic progress.Strategy defines the direction. Capabilities carry it. Evidence reveals whether the organisation is genuinely moving.
