Case Study: Embedding “Power of Three Thinking” into Strategic Planning

Case Study: Embedding “Power of Three Thinking” into Strategic Planning

The Context

Evahan was engaged to contribute to the 2026 Strategy Workshop of a leading Australian importer and wholesaler of construction consumables. The Senior Management Team (SMT) sought to sharpen execution discipline and align strategic discussions with measurable outcomes.

The Challenge

Strategic workshops often generate broad aspirations but lack the discipline to translate them into actionable performance tracking. The SMT needed a framework that:

• Could fit within a fortnightly 40‑minute reporting cadence
• Provided clear performance indicators across diverse business functions
• Allowed leadership to make inevitable decisions — whether to stay the course, pivot, or adjust execution
• Aligned with ISO 9001 principles of clarity, evidence‑based reporting, and continual improvement

Evahan’s Intervention

Drawing on 35 years of commercial experience, Evahan introduced the concept of “Power of Three Thinking.” This approach limited each Functional Area of Business (FAB) to three performance dials, ensuring focus and measurability. Evahan contributed to the SMT’s discussions by:

• Guiding leaders to articulate specific dials for each FAB
• Embedding measures that could be tracked consistently across reporting cycles
• Reinforcing the link between dials and ISO 9001’s emphasis on structured improvement

The agreed framework included:

• Strategy: Leadership decisiveness, managing by reports, Senior Leadership Team cadence
• Product & Market Development: Go‑to‑market plan for innovative concrete consumables, number of branded New Product Introductions, number of third‑party New Product Introductions
• Sales: Monthly sales targets, gross margin improvement, market leadership in innovative consumables
• Marketing: Website leads, catalogues and collateral completion, lead source tracking
• Procurement & Logistics: Priority A/B/C project tracking
• Human Resources: Contract reviews, payroll, payroll cost allocations
• Legal: Customer contracts, procurement contracts, service level agreements

The Outcome

• Each FAB now operates with three dials that can be tracked within the fortnightly cadence.
• Leadership gained visibility into performance indicators that drive timely and evidence‑based decisions.
• The framework positioned the client to embed ISO 9001 principles into everyday reporting and continual improvement.

Not Just Advisers

Evahan doesn’t just advise. It brings clarity, embeds discipline, and ensures that strategic dialogue translates into measurable execution. By introducing “Power of Three Thinking,” Evahan helped the SMT move from broad aspirations to a structured framework where decisions can flow naturally from evidence