How to create a growth strategy document that teams actually use

A practical guide to the FOCUS–90 framework for early-stage teams to improve focus and execution.

Growth strategy documents fail because no one uses them.

They’re too abstract, too long, or too detached from daily decisions. Teams nod in meetings, then return to execution without a shared focus.

This guide shows how to create a growth strategy document that teams actually refer to, update, and use to make trade-offs.

Who this guide is for

This is for teams that need alignment, not inspiration.

Early-stage or scaling teams without a dedicated growth function
Teams responsible for growth outcomes, not just activity
Teams tired of strategy theatre

This is not for teams looking for channel tactics or plug-and-play templates.

What is a growth strategy document?

A growth strategy document is a short internal plan that defines how a company intends to grow over the next ninety days.

Its purpose is operational clarity, not long-term forecasting.

It defines:

A single growth objective
The main constraint limiting progress
A small number of strategic priorities
The channels that will be used
The metrics that indicate success

It should fit on one page.

If it doesn’t, it’s already too complex to guide real decisions.

The FOCUS–90 framework

Every effective growth strategy answers the same core questions. The FOCUS–90 framework exists to force those answers into the open.

It breaks strategy into six components, all defined for a ninety-day execution window:

F. Focused growth goal
O. One main constraint
C. Chosen priorities
U. Used channels
S. Signals that matter
90. Ninety-day execution loop

This is not a planning exercise. It’s a working system.

Step 1. Define a focused growth goal

Start by defining a single growth goal for the next ninety days.

The goal should be specific, measurable, and unambiguous.

Examples:

Reach 300 weekly active users
Close 20 paying customers
Achieve £8,000 in monthly recurring revenue

Avoid goals such as “increase awareness” or “improve traction”. These do not create clear outcomes or guide decisions.

If you can’t tell whether you’ve won or lost after ninety days, the goal is too vague.

Step 2. Identify the main constraint

Next, identify the primary factor that is currently limiting progress towards the goal.

This must be a single constraint, not a list of issues.

Common examples include:

High acquisition volume but low conversion
Strong initial engagement but weak retention
Clear demand without a repeatable acquisition channel
Long sales cycles caused by unclear positioning

Teams often skip this step and move straight to tactics. The result is activity without progress.

If the constraint is wrong, the strategy will fail. That’s why this assumption must be revisited regularly.

Step 3. Set two or three strategic priorities

Based on the identified constraint, define two or three strategic priorities for the period.

These describe focus areas, not task lists.

Examples:

Improve activation within the first seven days
Build a repeatable outbound process for a specific niche
Increase free-to-paid conversion
Reduce churn within the first thirty days

Limiting priorities forces trade-offs and prevents dilution of effort.

If everything is a priority, nothing is.

Step 4. Commit to one or two growth channels

Too many channels slow learning and weaken execution.

Select:

One primary growth channel
One optional secondary channel

Examples include founder-led outbound, partnerships, long-tail SEO, or referrals.

Channels must be described precisely. Broad labels such as “content” or “social media” are not sufficient to guide action.

Step 5. Choose signals that matter

Metrics exist to support decision-making, not reporting.

Define:

One primary metric directly linked to the growth goal
Two or three supporting metrics that explain changes

Avoid metrics that can improve without strengthening the business.

If a metric doesn’t help you decide what to do next, it doesn’t belong in the strategy.

Step 6. Use a ninety-day execution loop

A growth strategy document only works if it’s used regularly.

A simple cadence is enough:

Weekly

Review primary and supporting metrics
Decide whether execution stays the same

Monthly

Reassess the constraint
Adjust priorities or channels if evidence demands it

Updating the document reflects learning, not failure.

Ownership matters here. One person should be responsible for maintaining the document and calling changes when assumptions no longer hold.

Example of a one-page growth strategy document

If this document can’t fit on one page, it’s not ready to be used.

Growth goal

Reach 300 weekly active users within ninety days

Main constraint

Low seven-day retention after first use

Current retention: 18 per cent
Target retention: 30 per cent

Strategic priorities

Improve onboarding flow
Reduce time to first value

Primary channel

Founder-led demos and onboarding calls

Secondary channel

Content addressing common activation issues

Metrics

Weekly active users
Seven-day retention
Activation rate

Not in scope

Paid advertising
New feature launches unrelated to activation

Common mistakes

Freezing strategy while reality keeps moving
Confusing activity with progress
Optimising channels instead of constraints
Planning too far ahead without evidence
Tracking metrics that don’t inform decisions

Conclusion

A usable strategy doesn’t just align teams. It removes noise, accelerates decisions, and creates momentum without adding complexity.

When every meeting starts from the same page, and that page is short, current, and honest, execution becomes calmer. Trade-offs become clearer. Progress becomes visible.

Download the one-page template

If you want to use this framework with your team, I’ve turned it into a one-page growth strategy template.

You can make a copy of the Google Doc and adapt it for your next ninety-day cycle. It’s designed to be filled in, revisited weekly, and updated as you learn.

Use it as a working document, not a presentation.