Strategy execution · strategic context
Where does your strategic context live?
Did the strategy survive the cascade? Which teams are building against it, and which quietly reinterpreted it?
The gap
Every part of your company is now pushing AI somewhere.
Teams automate, assistants draft, agents act. Each of them works from whatever context it can find: a slide deck from the last offsite, a steering report from last quarter, the memory of whoever was in the room. No two of them work from the same picture.
The strategy exists. It is just not kept anywhere that people or systems can read it, current, with the reasons behind it.
Companies keep a system of record for money, for customers, and for code. None for what they have decided.
What Tangible Growth is
Tangible Growth is that system of record: software and a methodology, built over a decade of doing this work by hand for large organizations. It holds the decisions you have made, connected to the teams carrying them and the dependencies between those teams. When the work drifts from what was decided, you see it while you can still act.
Strategic choices
The bets leadership made, which everything else traces back to.
Game Plans
How each team interprets its part in the strategy, how it works, and what it will not do.
Objectives and key results
With forward-looking confidence from the owner, not a status color computed after the fact.
Interlocks and commitments
What one team needs from another, raised and resolved instead of discovered late.
How it works
What changes for you
One place for what you decided
The decisions your organization has made sit in one place, connected to the teams carrying them and the dependencies between those teams. When a choice changes, you see at once which Game Plans and objectives depend on it, and everyone working on it sees the change as soon as it is made. Owners declare their confidence forward-looking, so the effect of a shift shows before the quarter is spent, and the dependencies between teams are named instead of absorbed.
Answers you can trace
The Executive Advisor reads that record and answers in plain language: which priorities have execution behind them, which have gone quiet, which dependency is sitting on the critical path. Every answer traces back through your own record, so you can see why it is what it is before you stand behind it.
One direction for everyone
Each team interprets how it contributes in its Game Plan: why we exist, how we work, how to work with us, what we target, and which obstacles and dependencies we see. It is the same answer at every level, for everyone who asks, and people are asked back regularly: what resonates, what concerns them, what needs clarifying. Strategy stops being interpreted from the last deck and becomes something people look up.
Capability maps
Your capability map, connected to the choices it serves
Many organizations have mapped their business capabilities once, at real effort: which are needed to win, which are good to have, and which are on the way out. The map is right. It just sits apart from the strategy and the work.
In Tangible Growth those capabilities are held as strategic choices, under How to Win and Required Capabilities. Each has an owner, the owner’s confidence, a valid-from and valid-to date, so a capability being retired has an end date, and links to the objectives that build it. The capability’s confidence and the progress of the objectives building it sit side by side. If your capability map lives in SAP LeanIX, each capability links to its LeanIX counterpart as a related item.
When leaders reach for it
- Board and investor questions
- Strategy renewal and its cascade
- Steering committee preparation
- Capability map reviews
- Executive transitions and handovers
- Setting direction for AI initiatives
Proven where it is hardest
When SAP Signavio faced a complex post-merger integration, organizational hypergrowth, and aggressive growth targets at the same time, it ran its strategy execution on Tangible Growth. The publicly documented outcomes: monthly releases, shorter cycles, and teams that understand the strategy they execute. “Tangible Growth is helping us increase our clock speed and rapidly align ourselves against changing situations. We are able to move like an agile startup with the muscle of the big giants,” says Rami Akkad, Senior Director, SAP Business Process Intelligence.
In a global mining equipment manufacturer, a 100-person division team is driving change worldwide toward a tenfold growth target. Their status meetings went from 2 hours to 20 minutes.
SAP Signavio outcomes from the public case study at okrmentors.com (2026). Partnership per the joint release, PR Newswire, April 2026. Customer quote used with permission. Product views show example data.
What it stands on
- Truth from the source.
- Owners declare their own confidence, forward-looking and blame-free, and dependencies are raised by the people who feel them. Nobody reports on anyone else, so the picture stays current.
- Your data.
- ISO 27001, GDPR, SSO and SCIM. The instance is yours, and only the people you put in it can see anything in it.
- Your partners.
- The platform works with the consulting partners and system integrators you already have. Their output stays connected after the engagement ends.
Experience Tangible Growth
A half-hour hands-on tour where you ask the Executive Advisor your own questions about a live example company, steered by the questions you bring. If it is not a fit, we will say so.
Also available through SAP: find Tangible Growth on the SAP Store.