01. Bring the external landscape into strategy
Map the external landscape and integrate an external lens into strategy
When this is needed
This work is for you if:
Business plans are being developed, but the implications for governments, regulators, communities, partners and critics are not fully understood.
Stakeholder issues are handled one by one, without an overall map or framework.
Important signals from key external players arrive late in the process.
Different senior leaders hold different assumptions about “how things work” outside the organisation.
In other words, when you know the external landscape matters, but there is no shared way to see it or bring it into strategy.
What SXD does
In a typical engagement to bring the external landscape into strategy, SXD will:
Map the external landscape around a specific strategy, project or decision: who the key actors are, how they are connected, what they are optimising for, and how they currently see your organisation.
Integrate an external lens into your strategy by connecting that map directly to your strategic choices and assumptions, rather than treating it as a separate “stakeholder exercise”.
Identify external risks and opportunities that really matter for licence to operate, growth and reputation — not every issue, but the ones that can move the dial.
Provide a version your executives and board can actually use: concise, visual where appropriate, and focused on what it means for decisions, timing and trade‑offs.
The emphasis is on clarity and practicality, not on creating a huge register of every possible stakeholder.
What sets us apart isn’t just our process—it’s the intention behind it. We take time to understand, explore, and create with purpose at every turn.
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