Wiki:Packs/Strategy on a Page

A pack is a deployable set for a Claude project: one instruction block pasted into the project's custom instructions and reference blocks uploaded as project knowledge. This pack supports the Day 1 morning working session of a planning week, which produces the truth funnel (TF), the strategy on a page (SG) and the twelve principle cards (PC), and the Day 4 afternoon session that produces the work placement landscape (LT).

When to use it

Create a project from this pack when a leadership room is about to state its current condition, ratify a strategy on a page (decision D-01) and adopt operating principles, or when a function owner is filling sections 2 to 6 of The Function Service Pack. Use it for the landscape block on Day 4 afternoon, before the roadmap. Do not use it to size teams, to decide any placement, or to score maturity as a point; it refuses all three. The roadmap has its own pack (Wiki:Packs/Two-Arc Roadmap) and the charters theirs (Wiki:Packs/Charter and Program Launch).

How to deploy

1. Create a project in Claude named for the work, not the method (for example "Planning week, Day 1 morning").
2. Paste Block 1 into the project's custom instructions.
3. Save each remaining block as the filename in its heading and upload as project knowledge.
4. Start a conversation with the template you are filling (the funnel, the grid, a card, or the landscape).

Block 1 — Project instructions

# Strategy on a Page

## Context
This project supports the Day 1 morning block of a planning week for a workforce function, and the landscape block on Day 4 afternoon. It produces four artifacts: the truth funnel (five situations, four barriers, one question, a maturity band), the strategy on a page (mission line plus four rows: vision, five intents, dated outcomes, programs), twelve principle cards with a "what will be different" line each, and the work placement landscape (four bands, two rows). Every artifact is filled in the room's words; this project drafts, checks and formats, and never decides.

## Routing
| When the task is… | Open |
|---|---|
| Drafting or checking the current state: situations, barriers, the one question, the maturity band | `truth-funnel.md` |
| Drafting the mission line, choosing among vision candidates, naming intents, dating outcomes, listing programs, checking the roadmap is the same content | `soap-grid.md` |
| Writing, amending or striking a principle card; naming the three structural principles | `principle-cards.md` |
| Placing bodies of work on the four bands; drawing current and end state; listing transitions and what each buys | `landscape-bands.md` |

## Disciplines
- The current state is non-accusatory by construction: every line is true for the business it describes; "often not done formally," never "not done" and never a verdict word.
- A director contributes only about the estate they run; a line about a colleague's function is returned to its owner.
- The maturity position is a band with the binding pillar named, never a decimal and never a point.
- Every number carries a grade: [M] measured, [C] computed, [E] estimated with a range, [A] asserted. Every claim carries a word: Established, Inferred, Asserted, Open.
- Ranges, not points, wherever a number describes the estate.
- Outcomes are observable events dated to a quarter, never a percentage improvement.
- Technology is not a strategic intent; it serves all five.
- A principle has no qualifier; a rule with a qualifier is a policy and is rewritten.
- The landscape has no location column; bands are nodes and tiles are bodies of work, never teams.
- Owners are seats, never names.

## Output
The truth funnel (TF), the strategy on a page (SG), the principle cards (PC) and the work placement landscape (LT), in the template shapes given in the reference files, ready to paste into the blueprint. Every artifact states which lines are the room's and which are proposals for the room. Always state the grade beside a number and the word beside a claim. Refuse to produce: a headcount number or a seat count; a person's name against a seat; a placement decision for any tile; a maturity score as a point; a vision the room has not chosen from candidates.

Source: Wiki:Packs/Strategy on a Page (CP-WFM-011) v1.0

Block 2 — truth-funnel.md

<!-- Derived from [[Truth About Today]]; figures marked [estimated] are judgment, not measurement; numbers carry [M][C][E][A]. -->
# The truth funnel

A current-state statement a leadership room fills itself, in about forty minutes, without a data study. Three lists and a band: five situations, four barriers, one question, and the maturity band beneath.

## Rules for every line
1. True for the business it describes. A regional function planning on spreadsheets is planning the way its business asked it to.
2. Contributed, not discovered. Each director offers one true thing about their own estate; nothing about a colleague's.
3. Nothing is written as absent or broken. Write "often not done formally," which is a fact about the process, never "not done," which is a claim about the past the room cannot check.

## List 1: five situations
Each situation is a pair of statements both heard in the estate that cannot both be the whole truth. Write both halves. A one-sided situation is an opinion; a pair is an observation no one has to defend.

| # | Generic pair | What it reveals |
|---|---|---|
| 1 | "Our clients are unique" / "our clients are like everyone else's" | Which properties of a body of work matter for planning it is not yet agreed |
| 2 | "We own that" / "who is accountable for that?" | Ownership held by practice, not by a written decision right |
| 3 | "The number is right" / "whose number?" | Two definitions of one metric in use, each internally consistent |
| 4 | "We are short" / "we are over" | Surplus and deficit read at different grains, so neither nets against the other |
| 5 | "The partner is the problem" / "the partner is the answer" | A partner node asked to do several jobs at once (valve, held, automating) and judged on one it was not given |

Replace the wording with the room's; keep the pairs; keep five.

## List 2: four barriers
Group what stands between the situations and one answer into four bands. More than four reproduces the org chart.

| Barrier | Holds | Example lines |
|---|---|---|
| Commercial | what the offer promised; what contracts permit; how value is priced | "targets differ by location because the contracts were signed that way" |
| Culture | what each heritage believes planning is for; who is trusted with a number | "each function trusts its own forecast and audits the others" |
| Operations | practices in daily use and the tools they run on | "most of the estate runs on spreadsheets beside the short-term WFM engine"; "intraday automation runs in pockets"; "the long-term capacity engine and the reporting platform hold different totals" |
| Management systems | definitions, forums, decision rights, the calendar | "occupancy has two definitions in use"; "no single door an ask comes through"; "the capacity cycle runs on several calendars" |

Grade every barrier line: Established (an artifact can be produced), Inferred (follows from established lines by stated reasoning), Asserted (one person's statement), Open (the room does not know). An Asserted line is not weaker; it is a line the validation circuit checks.

Platform names: use only the categories "long-term capacity engine," "short-term WFM engine," "intraday automation," "Python analytics platform," "reporting platform." Never a product name.

## List 3: the one question
The test: every situation above is a special case of it. Generic form for a function taking on work placement:

> Where should each body of work sit, by what method is that decided, and who owns the decision?

Situation 1 is "which body of work"; 2 is "who owns"; 3 and 4 are "by what method"; 5 is all three at one node. A room that arrives elsewhere has found one situation dominates its estate; record that.

## The maturity band
Record where the function stands on the five-level ladder (1 Initial · 2 Foundational · 3 Progressive · 4 Advanced · 5 Pioneering) as a band with the binding pillar named: "Level 2, bounded by Process." Never a decimal. Where units disagree, record a range across units; do not average. Reasons: a staged model is a gated ladder (a level is held only when the level below is satisfied), and self-reported scores inflate in a way the rater cannot see.

## Running the block (about forty minutes)
1. Facilitator reads the five generic situations; each director rewrites one in their estate's words or adds one; keep five.
2. Each director offers one barrier line about their own function, graded aloud.
3. Facilitator proposes the question; the room amends until every situation reads as a case of it.
4. Each director places their own unit on the ladder as a band; the room records the range.
5. Read back at the close of the block. Nothing is voted; the funnel is agreed when no one wants to remove a line.

## Output shape
| List | Row | Grade | Contributed by (seat) |
|---|---|---|---|
| Situation | "…" / "…" | — | the seat |
| Barrier (band) | one sentence | Established / Inferred / Asserted / Open | the seat |
| Question | one sentence | — | the room |
| Band | Level n, bounded by <pillar>; range across units | Asserted until the circuit confirms | the room |

## Example, labeled as one
Situation 3 in a worked example became "the handle time is 452 seconds" / "the plan says 412 seconds": 452 s [M] measured after a migration phase against 412 s [A] carried from the sending platform. The band was "Level 2 as a band, not a point [A], bounded by Process, one unit indicating Level 3 on real time." These are illustration, not benchmarks.

## Limits
The funnel records what the room knows; it does not find what the room does not know. Where the validation circuit returns lines materially wrong on artifacts the room could have seen, add a short evidence pack before the week rather than a study after it.

Block 3 — soap-grid.md

<!-- Derived from [[Strategy on a Page]] and [[Right Work, Right Capability, Right Location]]; figures marked [estimated] are judgment, not measurement; numbers carry [M][C][E][A]. -->
# The strategy on a page (SOAP grid)

One page: a mission line above four rows. Filled top to bottom; each row constrains the one beneath. Ratified as one act (decision D-01) with the twelve principle cards and the level target.

## The rows and their tests
| Row | Holds | Test |
|---|---|---|
| Mission | what the function is, one sentence: what it owns and what it does not | names the method owned and the decision not owned |
| Vision | where it is going, a phrase short enough for a wall, chosen from candidates | billboard test (read alone, says what is being built) and argument test (supplies the reply to "send it to the cheapest seat") |
| Strategic intents | five pillars, each the "how" in one line | every program sits under exactly one |
| Business outcomes | dated, one column per intent; the completion event of each arc | an observable sentence, true or false on a date; the date is a quarter |
| Programs | delivery vehicles, color-coded by start quarter | every outcome has a program beneath; every program has a charter |

## Mission line, generic form
> A shared service that owns the methodology by which work is forecast, scheduled, steered in real time and placed across every node, so that the owners of the work can decide with computed and explained options.

Two words survive any shortening: "methodology" (what is owned) and "owners of the work decide" (what is not). They are the governance settlement.

## Vision: choose from candidates
Show five candidates side by side; the room chooses one; the other four stay visible so the choice is a record. Candidates are drafted from the estate's own deck titles. Apply both tests to each. Keep the chosen phrase's order of words; in "right work, right capability, right location" the order is the content (location last, because it is the input that resolves fastest and must not lead).

## The five intents (generic)
| # | Intent | The how, in one line |
|---|---|---|
| 1 | Data and comparability | one definition, one core, one instrument; comparisons only at matched tenure, node, channel and case mix |
| 2 | Process and automation | every process written to a documentation standard; the capacity cycle on one calendar; specified components automated with an overseer and a catch rate |
| 3 | Placement and sourcing | work sits where objectives and constraints say, at every horizon; a partner is a node whose every block carries one supply-seat use |
| 4 | Governance and roles | the function owns the method, the node owner owns the decision; one placement forum, one change-control board; roles evolve and new job classes open |
| 5 | Value and measurement | value is the unit, two inputs never blended; the quality score and the CX index paired; targets by service tier, never by location |

Technology is not an intent. It serves all five and has its own build order on the technology plan. A proposed sixth intent is tested: a "how" may stay; a "what" is an outcome and moves down a row.

## Outcomes: dated to the two arcs
Arc 1 consolidate and standardize (Level 2 to 3 by hand); Arc 2 automate (Level 3 to 4 by engine). Four quarters each. One cell per intent per arc, worded as the star on the corresponding roadmap lane; the words must be identical on both. Write events ("one instrument across all nodes; the first matched-tenure comparison run"), never improvements ("accuracy up 5 %"), because an improvement needs an instrument the estate may not yet have.

## Programs: the bottom row
Programs are the chain's own construction (a design names artifacts, a roadmap names lanes, neither names vehicles). Seven is a working number. Each sits under the intent whose outcome it completes. Each gets a charter (Wiki:Packs/Charter and Program Launch).

## The roadmap is the second view
| On the page | On the roadmap | Check |
|---|---|---|
| an intent | a group of lanes | every lane belongs to one intent |
| a dated outcome | the star at the end of a lane | the star's words are the cell's words |
| a program | a bar starting in its quarter | the bar's color is the quarter's color |
| mission and vision | the arc band | the arcs are named on both |

Where a check fails, correct the page first; the page is what the room ratified.

## Decision D-01
Ratify as one act: the vision as chosen, the mission line with its two words kept, the five intents with technology not a pillar, the twelve principles, the level target (Level 3 Progressive by the Arc 1 star, Level 4 Advanced by the Arc 2 star). Record amendments to wording and dates; do not vote five times. The only live argument is whether to strike one of the three structural principles (see `principle-cards.md`).

## Output shape
Mission line; vision (chosen, with the four alternatives listed); intents table; outcomes table (intent × arc); programs list with start quarter and the intent each sits under; a footer "all dates proposals until the validation circuit closes <date>."

## Example, labeled as one
In a worked example the arcs ran eight quarters from the planning week: Arc 1 Q2 2026–Q1 2027, Arc 2 Q2 2027–Q1 2028; seven programs PG-001…PG-007 (definitions register; capability ontology; long-term capacity engine extended into simulation; the migration as forcing function; a short-term WFM engine instance built to the Standard; the program office; the agent program). Illustration only; an estate's quarters are its own.

Block 4 — principle-cards.md

<!-- Derived from [[Operating Principles for Work Placement]]; figures marked [estimated] are judgment, not measurement; numbers carry [M][C][E][A]. -->
# Principle cards

Twelve rules of the road for a workforce function that places work. One card each, four fields. Ratified with the strategy on a page as one act (D-01).

## The card
| Field | Holds | Why |
|---|---|---|
| Focus | placement · decisions · data · process · value · measurement · maturity · technology | so a card can be found when its kind of argument arrives |
| Rule of the road | the principle as an instruction, one sentence, no qualifier | a rule with a qualifier is a policy, negotiated at the point of decision |
| Rationale | why it holds, two or three sentences, naming what it rests on | so it can be re-examined when what it rests on changes |
| What will be different | the observable change once kept: what stops being said, what starts being recorded | the test of adoption; the room's own words |

## The twelve (generic set)
| # | Focus | Rule of the road | What will be different |
|---|---|---|---|
| 1 | Placement | Work sits where objectives and constraints say, not where it has always sat | "history" becomes a recorded constraint or is dropped |
| 2 | Placement | A hard constraint excludes; it never lowers a score | badging, regulation and contract terms are tested before scoring, never argued as points |
| 3 | Placement | Parity at matched tenure makes work a candidate; a move must outweigh the re-ramp (this chain's term for the cost of rebuilding the proficiency a move gives up) | every gate run carries the re-ramp as a priced line |
| 4 | Placement | A partner placement carries one supply-seat use, never mixed in one pool: valve · held · automating | each supply-seat card says which; the contract form follows the use |
| 5 | Decisions | The function owns the methodology; the node owner owns the decision; every decline is recorded with its price | no placement is "the planning team's call"; no decline is free of a record |
| 6 | Data | One definition, one core, one instrument; build the standard concurrently with the climb, never serialized behind it | no program waits for the definitions register |
| 7 | Process | Written-down work goes to agents with an overseer and a catch rate; uncertain work stays with people who return a range | "a range, not a number" governs the function's own outputs |
| 8 | Value | Value has two sides, commercial and interaction, held side by side and never blended | the CX index and the quality score are paired, never averaged |
| 9 | Value | Queueing arithmetic sizes the pool after the work is classified, never before | the queue stops defining the pool |
| 10 | Measurement | A finding about the instrument is never a finding about the person | instrument effects are reported before performance is |
| 11 | Maturity | A level is held only when the level below is satisfied; aspiration is not position | an assessment's blended score is never quoted as the level |
| 12 | Technology | Ontology on paper before platform; exhaust the core before buying a tool | the capability platform is the last purchase |

Absent on purpose: "always keep high-value customers in-house" (rate-card thinking that principles 1–3 replace) and any separate vendor-management focus area (the partner is inside principles 1, 4, 5 and 9).

Supply-seat use, defined: valve = variance absorbed; held = base load kept at parity or for market access; automating = work leaving the post, which shifts to oversight.

Reconciling card 4's count: the wiki's sourcing pages state that a supplier placement carries one of *two* commercial justifications, variance absorption or market access. Those two are the case for buying a partner node at all; the three uses are what the card governing a *block* must carry, and they are not the same list — market access appears as a reason for *held* rather than as a use of its own, and *automating* is a state the commercial justifications do not describe. Where the two lists meet, the sourcing pages govern the commercial case and the card governs the block; a room that wants market access as a use of its own amends the card and records it, because the contract form follows the use.

## The three that break something if struck
| Principle | Holds up | Without it |
|---|---|---|
| 2 | the placement gate | the fail outcome disappears; every exclusion becomes a negotiation |
| 5 | the decision-rights RACI | the first rule has nothing to rest on; the function becomes the decision-maker or the method fragments by owner |
| 8 | the scorecard and the paired instruments | the CX index becomes a weight inside a quality score; the value unit cannot be defined |

Say so before the cards are read. Everything else is wording.

## Adopt, amend, strike
- Adopt by silence: a card stands when no one wants it removed.
- Amend on the card in the room; the amended card is the record.
- Strike with a reason; if one of the three, record the later page the strike affects.
- Never argue a card from its rationale in the room; send the argument to the page it names, after the week.
- "What will be different" may be rewritten freely; the more it says in the room's words, the better it is kept.
- Twelve cards, one act. A room that wants twelve votes does not yet agree the strategy; that is worth knowing on Day 1.

## Output shape
One row per card: # · focus · rule · rationale (names the page) · what will be different (the room's words) · status (adopted / amended / struck, with reason).

## Example, labeled as one
A room amended card 7's fourth field to "the daily note from the agent team on the migrating book carries a catch rate before it carries a recommendation." Illustration of the field's register, not a required wording.

Block 5 — landscape-bands.md

<!-- Derived from [[Work Placement Landscape]]; figures marked [estimated] are judgment, not measurement; numbers carry [M][C][E][A]. -->
# The work placement landscape

Four bands by two rows. Bands are nodes (places work can sit); tiles are bodies of work; the two rows are the current state and the end state; the transitions between them are the two arcs.

## Bands of placement, not bands of work
Three bands of work (discretionary · overseen · specified) sort work by how completely it is documented and measured. The landscape's bands sort work by where it is done. They cross: specified work may sit at any placement band; the automated band holds only specified work. Keep the two vocabularies apart.

## The four bands
| Band | Uniquely supplies | Wrong place for | Cost and depth |
|---|---|---|---|
| Hub | in-country depth: language, regulation, on-soil clearance | base load with no on-soil requirement; surge slack | highest cost per productive hour; deepest tenure; too expensive to idle |
| Service center | low cost with control and stable tenure at scale; default for base load once the estate holds one | swing capacity (hire-and-release burns tenure) | low cost; depth grows with tenure |
| Partner | speed to seat; release without severance; presence in a market the estate does not hold | depth work vented on price; base load placed for rate where a service center exists | priced flex with a cost floor; structural depth discount |
| Automated | deterministic execution of specified work with a measured definition of done | discretionary work; anything without a step table and a catch rate | lowest marginal cost; depth is the specification's |

## Tiles and their marks
A tile is a body of work named by what it is (a client book, a channel within a book, a function such as fulfillment), never by a team. Each carries three marks:
1. band of work: discretionary · overseen · specified
2. supply-seat use if at the partner: valve · held · automating (one per block at the end state; often several in the current state, which the row makes visible)
3. placement decided on paper · in operation

## Filling the rows
- Current state: from the truth funnel's situations and the supply-seat cards, without judgment. A partner block carrying three uses is drawn with three marks.
- End state: from the principles. Principle 1 moves any tile whose only reason for its band is history; principle 4 gives each partner block one use; principle 7 moves specified work toward automated. Most tiles do not move; record what stays as carefully as what goes.
- No location column. Place follows band; band follows what kind of work and who owns the client relationship. A location column makes tiles drift to whichever column resolves fastest (rate, speed to seat).

## Transitions, and what each buys
| Transition | Arc | Buys | Costs | Gate |
|---|---|---|---|---|
| partner block from several uses to one | 1 | a contract that protects the right thing; a valve that regulates | a renewal negotiation; some base load to the service center | the placement gate per block; principle 4 |
| base load from partner to service center at parity | 1 | tenure the estate keeps; captive rate without markup | a re-ramp, priced; a matched-tenure comparison before the move | the parity comparison at matched tenure; the re-ramp priced (principle 3) |
| fulfillment slices consolidated by body of work | 1 | one process set, one instrument, one commercial shape with an oversight clause | documentation to the standard before consolidation | the acceptance gate on each process |
| specified work from any band to automated | 2 | marginal cost falling with volume; the post shifting to oversight | a catch-rate program; an overseer; "automating" on the block it leaves | the agentic handover gate |
| hub tiles with no on-soil requirement to the service center | 1 or 2 | the hub's depth freed for work that needs it | a re-ramp; a client conversation where the offer named a location | construct fit; the service tier's promise read from the contract |

Order of transitions = the dependency order (definitions → comparability → governance → contracts → automation → engine). Consolidate before automating: a tile automated before it is consolidated automates several versions of one process.

## Output shape
| Tile | Current band | Current marks | End-state band | End-state marks | Transition and gate |
|---|---|---|---|---|---|

Plus a transitions list with arc and gate, and a footer: "no location column, by design."

## Example, labeled as one
A corporate client book's chat channel: current = partner · overseen · held + valve (two uses) · on paper; end state = partner · overseen · held (one use), surge to a separate committed-flex block marked valve; transition = partner block from two uses to one, Arc 1, the placement gate on each block. Tile sizes are read from supply cards, not drawn on the landscape (in the example about 155 FTE rising to about 310 [E] at a migration phase). Illustration only.

## Limits
Where node owners reject end-state tiles on grounds about place (a client's contractual site, a residency rule) rather than work or ownership, add a hard-constraint marker on the tile; do not add a location band.

Usage notes

• Sizing. Block 1 is 455 words and loads with every message. Blocks 2 to 5 total about 4,000 words and are retrieved only when the routing table sends the model to them.
• Drift. The reference blocks are derived from the four chain pages and two existing pages named in the infobox; when any of them changes materially, regenerate the blocks and increment the version.
• Scope. Method only. The blocks carry no estate data; the worked example's figures appear only inside sections labeled as examples and are not benchmarks.
• Platform names. The blocks use category names only (long-term capacity engine, short-term WFM engine, intraday automation, Python analytics platform, reporting platform).

Change history

Version	Date	Change
1.0	2026-09-17	First release: instruction block plus four reference blocks

See also

• Planning Week for a Workforce Function
• Truth About Today — source for Block 2
• Strategy on a Page — source for Block 3
• Operating Principles for Work Placement — source for Block 4
• Work Placement Landscape — source for Block 5
• Wiki:Packs/Two-Arc Roadmap — the same content in its second view
• Wiki:Packs/Charter and Program Launch — the programs row's charters
• Wiki:Packs