Selkirrin Group Strategy 2027
Annual strategy presentation: three bets, five measures
An annual strategy presentation has to prove to every manager that the year has a small number of priorities, each with an owner, a budget and a number that shows whether it is working. Selkirrin Group, an invented maker of commercial kitchen equipment, opens on what its 2026 plan missed, then commits $10.0M to three bets and a scoreboard of five measures.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Names the year and the shape of the plan before anything else is said.
- Slide 2comparison
- Opens on the 2026 plan against what happened, so the new plan starts from what was missed.
- Slide 3intro
- Says plainly where the group stands, so the bets read as answers rather than slogans.
- Slide 4pillars
- The three strategic bets, each with the reason and the one thing that has to be true for it to work.
- Slide 5metrics
- Five measures with this year and the target, so every manager knows the scoreboard for the year.
- Slide 6comparison
- Names who owns each bet, what they control and the budget, because a bet without an owner is a wish.
- Slide 7timeline
- The quarterly milestones that tell managers whether the year is on track before the year is over.
- Slide 8investment
- Shows where the $10.0M of 2027 spend goes, matching the owner table line for line.
- Slide 9checklist
- Lists what the group stops doing, which is the part of a strategy that frees the money.
- Slide 10takeaway
- The rules every manager uses to decide what to do when the plan does not say.
- Slide 11closing
- Ends on what every manager does next week, not on a slogan.
Slide by slide
Slide one names the plan and the date the board agreed it. Slide two compares the 2026 plan with the result. Slide three says where the group stands: record sales, thinner margin, 4,100 of about 11,000 kitchens under a service contract. Slide four sets out the three bets and the condition each depends on. Slide five is the scoreboard of five measures with 2026 actuals and 2027 targets. Slide six names an owner and budget for each bet. Slide seven gives one milestone per bet per quarter. Slide eight shows where the $10.0M goes. Slide nine lists what stops. Slide ten gives four rules for decisions the plan does not cover. Slide eleven tells managers what to bring to the January review.
How to adapt this deck
A services firm should replace the factory and parts examples with utilisation and repeat clients, and keep the same three bet shape. A business presenting to a board rather than to managers should move the decision rules to an appendix and add a slide on the risks to each bet, since directors ask about downside first. If the year has only one real priority, say so, give it slides four to six to itself and turn the other two bets into things the business keeps doing without new money.
What boards and managers expect
The UK Corporate Governance Code, published by the Financial Reporting Council, places the setting of a company's purpose, values and strategy with the board. The Corporate Governance Institute describes the working split: the board gives direction and strategic priorities, management turns them into detailed plans and reports progress, including the obstacles. This deck is the management half of that bargain, which is why it ends on monthly scoreboards rather than on the vision.
What makes this deck work
It starts with what was missed
Slide two puts the 2026 plan beside the result: revenue and online parts ahead, service share, hospital sites and margin behind. Each of the three bets on slide four answers one of the misses, so the strategy reads as a response to evidence rather than a fresh list of ambitions.
Every number is used twice
The five measures on slide five reappear as the owners' measures on slide six, and the $10.0M on slide eight splits into the same $4.2M, $3.1M, $1.7M and $1.0M as the owner table. Service share at 24 percent of $205M is the $49M the caption names.
It says what stops
Slide nine cancels five things, including the bakery oven range that sold 140 units and fabrication work that used 9 percent of factory hours for 3 percent of revenue. Stopping is where the money for the bets actually comes from, and managers believe a plan that admits it.
Questions people ask
How many priorities should an annual strategy have?
Three is common because people can remember three and a budget can fund three properly. More than five usually means nothing has been chosen. Each priority needs one owner, one budget line and one measure, as on slides four to six here, or it becomes a theme that nobody is accountable for.
Should an annual strategy presentation review last year?
Yes, briefly and honestly. One table of plan against result, like slide two, shows the audience that targets are taken seriously and explains why the new plan looks the way it does. Keep it to one slide so the meeting spends its time on the coming year.
What is the difference between a bet and a goal?
A goal is a result you want. A bet is a choice about where to put money and people to get it, with a stated condition that has to hold. Writing the condition down, such as reaching a callout within one working day, tells everyone what to watch if the bet starts to fail.
How do I show budget in a strategy presentation?
Show only the new spend, split by priority, and make sure it matches the owner table to the dollar. Slide eight here shows $10.0M across the three bets and shared systems. Leave the full operating budget to the finance pack, because the strategy is about what changes.
Should a strategy deck include what the company will stop doing?
It should. Stopping frees the time and money the priorities need, and it is the clearest signal that the plan is real. Name each item and give a number that justifies the choice, such as units sold or factory hours used, so the decision does not read as a matter of taste.
Can I share this strategy deck with all staff as a link?
Yes. A share link opens a read only view of the deck's current saved version, so later edits reach everyone holding the link. It can be disabled from the dashboard deck menu if the plan should stop circulating, and enabling it again restores the same link.
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