FOR ONGOING TEAM DEVELOPMENT
Strategy only matters if it turns into work people can execute.
Purpose and Priorities Sprint is a working session for leadership and delivery teams who need to convert big goals into a 90-day plan. We agree on three to five outcomes, build a work breakdown with named owners, and lock in the scorecard and review rhythm that keeps priorities credible. You leave with a plan you can run the next morning, not a strategy document you'll read once.
Download the session outline
A 30-minute call, no slides, no pitch. We'll talk through what's going on and whether Purpose & Priorities fits.
Does any of this sound familiar?
If the strategy is written and the delivery isn't matching it, one or two of these probably resonate.
The strategy deck is beautiful. The work doesn't reflect it.
There's a clear plan at the top. There's a clear backlog at the bottom. The connection between them is where things get fuzzy, and that's where most priorities go to die.
Progress is reported, not reviewed.
Status comes in as green, amber, red. Nobody asks what amber actually means. Nobody reopens whether the plan is still the right plan.
The priority list has fifteen things on it.
Which most experienced teams recognise as having no priority list at all. Everything is a priority, which means the loudest person's priority wins this week, and somebody else's wins next week.
Accountability is patchy.
There are names against things, but the names don't feel load-bearing. When something slips, the team absorbs it rather than reallocating, and the same people keep being stretched.
If a few of those landed, Purpose and Priorities was built for this exact moment.
What we'll do together in the session
Purpose and Priorities is a working session, usually a full day, sometimes run as two half-days a week apart so the team can test the first half in practice before finalising. It suits leadership teams, delivery teams, and cross-functional groups who need to take a set of organisational priorities and turn them into something the team can actually execute.
The sprint is built around three jobs. First, we agree three to five outcomes for the next 90 days, phrased in a way that makes them measurable and defensible. Second, we break down the work with interlocks and named owners, surfacing the handoffs that usually cause trouble. Third, we set the scorecard and review rhythm, because the plan is only credible if the review is actually going to happen.
What you'll walk out with
Three practical outputs people can use the same day.
Output 1
A 90-day scorecard.
Three to five outcomes, leading indicators that predict success (not just lagging metrics that report it), and a simple traffic-light format the team has bought into. Short, visible, updated at a real cadence.
Output 2
A work breakdown with owners and interlocks.
The actual work behind the outcomes, broken down far enough to be ownable, with explicit interlocks between teams or functions. The interlock clarity is where most of the value sits.
Output 3
A review rhythm you'll actually run.
A weekly or fortnightly cadence tied to the scorecard. Agenda included. Length deliberately short. Designed to catch drift early rather than produce reports.
What the session actually covers
The agenda flexes around the team's context, but most sprints follow a version of the below.
We start with the strategy you've got and work forward. We agree on three to five outcomes, push-test the language until it's measurable, and make sure the team genuinely buys them as the priorities.
From strategy to outcomes: what really matters in the next 90 days.
We break the work down far enough that it can be owned, and we spend real time on the interlocks. Most execution failures are interlock failures in disguise. The handoff between two functions is almost always where the plan breaks.
Work breakdown, owners, and interlocks.
We design the scorecard and the weekly (or fortnightly) review. We look at leading indicators, not just outcome metrics, because by the time the outcome moves, it's often too late to act.
Scorecard and review rhythm.
We bring the structure, the scorecard template, and the facilitation. You bring the strategy and the context. Between us, you leave with a 90-day plan the team owns rather than a document the team was handed.
Who Purpose & Priorities is for
This sprint works best for leadership teams, delivery teams, and cross-functional groups of 6 to 20 with authority to commit to priorities in the room.
Who it's for
• Leadership teams turning a new strategy into the first 90 days of delivery
• Delivery teams running quarterly planning and wanting a sharper rhythm
• Cross-functional teams where interlocks between functions are currently costing time
• Teams using it as a repeat quarterly engagement rather than a one-off
Probably not the right fit if…
— You don't have a strategy yet. That's a different piece of work, and we'll say so.
— The team is in active conflict or unclear on its mission. Finding Purpose or Rebuilding Trust might be a better first step.
— The people in the room can't commit to the priorities. Without that, the sprint produces a plan nobody owns.
We keep the pricing transparent because most people we work with need to justify the spend internally. If your situation doesn't fit one of these, we'll tell you and adapt.
Formats and investment
Pricing note: Purpose and Priorities is often booked as a quarterly rhythm. The retainer tier reflects that.
FORMAT
WHAT’S INCLUDED
INVESTMENT
Half-day session
3.5 hour session, up to 12 participants, outcomes and scorecard essentials
From £1,485+ VAT
Full-day sprint
6 hour session, up to 15 participants, full outcomes, work breakdown, scorecard
From £2,950+ VAT
Full-day plus follow-up
Full-day sprint and a 90-minute 30-day review checkpoint
From £4,250+ VAT
Quarterly retainer
Four full-day sprints across a year, one per quarter, with light support between
From £12,500 + VAT
Prices exclude travel and materials. Scope agreed in writing before booking.
Future Proof Learning has supported leaders and teams across the public sector, third sector, and private sector SMEs. Most of the teams we work with are navigating something meaningful, and the patterns we see look remarkably similar in every sector we've worked with.
Our wider track record
Personal effectiveness and leadership development programmes for national bodies including Public Health Scotland and the Royal Botanic Garden Edinburgh.
PUBLIC SECTOR
Team and leadership work with Scottish charities, often at executive and trustee level, including strategy and charter design for Edinburgh Dog and Cat Home.
THIRD SECTOR
Leadership and team development for SMEs across professional services, energy, and technology sectors, with a focus on owner-led and founder-stage businesses.
PRIVATE SECTOR
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Frequently asked questions
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There's overlap. OKRs are one way of structuring outcomes and key results, and we'll use that language if your organisation already does. If not, we'll use a simpler outcomes-and-leading-indicators format that travels further and creates less ceremony.
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Directly. If the team is being pulled in more directions than the plan allows, that needs to be named in the room and escalated in a form the executive can respond to.
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Yes, and it works well because the outputs are documents anyway.
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Optionally. Some clients book us quarterly; others run the rhythm themselves with light check-ins.
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Two to three weeks ideally, plus a short conversation with the sponsor to understand what's already in play.
We don't do hard sells. A discovery call is 30 minutes, no slides, no pressure. We'll talk through what's going on for your team, what you're hoping to move, and whether Change Compass is genuinely the right tool for the job. If it isn't, we'll tell you, and we'll usually suggest something else that fits better. That's probably a healthier way to start a relationship than a pitch deck.
Not sure if it's the right fit? Let's have a conversation.
Or email us directly at info@futureprooflearning.co.uk and we'll come back to you within one working day.
Download the session outline as a PDF