THE BUSINESS STRATEGY CANVAS: FROM STRATEGIC PLANNING TO OPERATIONAL EXECUTION

Abstract

This paper discusses the persistent and costly "strategy-execution gap" that affects modern organizations, especially in the post-digital economy. Although numerous strategic theories exist, recent industry data indicate that 53% of organizations fail to achieve their strategic objectives (Gartner, 2023) due to leadership fragmentation, resource allocation, cognitive overload, and the rigidity of traditional planning tools. As a result, the paper introduces and explains the testing results of the Business Strategy Canvas (BSC), a simplified, normative, and visual tool intended to synchronize enterprise goals with execution capabilities through visual management. This study applies a qualitative, integrative literature review and conceptual framework analysis grounded in Design Science Research (DSR) principles and three case studies in small businesses using the specifically designed software for the strategic planning process based on BSC. Seminal works on strategy formulation (Chandler, 1962, Schendel and Hofer, 1972) and contemporary research on dynamic capabilities and execution barriers (Teece, 2025; Krishna, 2024) were critically analyzed. By identifying the ontological disconnect between complex conceptual frameworks and practical business needs, the study synthesizes core strategic components into a unified visual canvas that can be integrated into strategic planning and execution processes at all levels, from top to bottom, across functional or process divisions within the organization. The BSC is presented as a one-page visual framework covering seven core components: Core Identity (vision, mission, and values), Environmental Analysis (internal and external - SWOT analysis), Strategic Goals, Key Initiatives, Essential Resources, Key Performance Indicators (KPIs), and Results Achieved (Reflection). Unlike traditional, static planning documents, the BSC operates more as a dynamic boundary object that can easily visualize dependencies among resources, goals, and actions, thus decreasing interpretive dissonance among relevant actors. The evidence shows that simplifying strategic planning into a visual format greatly improves stakeholder alignment and allocation of resources. The BSC provides a pragmatic response to the ambiguity in academic literature by delivering a structured, valid normative proposition for strategy formulation and execution. The case studies from the implementation of BSC in three companies show that the most important elements – core identity (vision, mission, and values) and internal and external environment - that impact strategic planning and execution at the same time are those most important for achieving goals or coming close to their achievement. Also, dishonesty in defining those elements can drastically reduce an organization's potential to achieve its strategic goals. Organizations, particularly solopreneurs, micro enterprises, SMEs, and agile teams, are recommended to implement visual frameworks such as the BSC to lower or totally eliminate the gap between corporate strategy and functional or process execution. Additional research is encouraged to conduct longitudinal empirical testing of the BSC throughout different industry sectors to quantify its impact on organizational agility and performance.