Strategy Center

Upload strategic documents, extract objectives with AI, and align execution end-to-end.

Governance · Strategy Center

Inherited from Organization & Governance

Wanjiru Kamau

Edit access

Open Governance

Scope

Changes flow to reporting chain, RACI and permissions below.

Reporting Chain

Keleswa Group HoldingsRetail Banking

Accountability (RACI) · SO-01

A · Wanjiru Kamau (CRO)R · Wanjiru Kamau (CRO)R · Mercy WanjalaC · Insights TeamC · Finance Partner – BankingI · Alex Morgan (CEO)

Strategic Perspective Scorecard

Six perspectives of the OPOS Strategic Performance Framework

OPOS Framework

Financial

+2.4

84/100

5 obj11/13 KPIs on track

Operating margin expanding ahead of plan; FX exposure capped at 4.2% of revenue.

Customer

+1.1

79/100

6 obj9/12 KPIs on track

CSAT recovering on retail; corporate NPS still trails plan by 6 points.

Process

-1.6

76/100

5 obj8/11 KPIs on track

Branch on-time delivery slipped to 91%; root cause traced to logistics handover.

People

+3.0

81/100

4 obj9/10 KPIs on track

Engagement up to 81; succession depth at 24%, one point shy of target.

Innovation

+0.4

65/100

8 obj6/14 KPIs on track

Cloud migration trailing — only 41% of workloads moved against 60% plan.

Governance

+1.8

88/100

5 obj12/13 KPIs on track

Basel IV readiness on schedule; ESG disclosures aligned with GRI Universal.

Perspective Balance · AI assessment

Innovation perspective is 19 points below the average — the strategy is over-indexed on Governance and Financial. Customer narrative needs one additional retention objective.

Innovation · 65

Process · 76

Customer · 79

Open Strategy Map →

Strategic Plan

3–5 year corporate strategy document.

Drop file or browse

PDF, DOCX, XLSX · up to 25 MB

Annual Work Plan

Yearly operational plan with milestones.

Drop file or browse

PDF, DOCX, XLSX · up to 25 MB

Performance Contract

Executive accountability agreement.

Drop file or browse

PDF, DOCX, XLSX · up to 25 MB

Uploaded Documents

3 files

Document	Type	Owner	Uploaded	Size	Status
Corporate Strategy 2025–2028.pdf	Strategic Plan	Office of the CEO	12 Mar 2026	4.2 MB	Analyzed
AWP FY2026 — Consolidated.xlsx	Annual Work Plan	Strategy & Planning	04 Apr 2026	1.8 MB	Analyzed
Executive Performance Contract 2026.docx	Performance Contract	Board Secretariat	21 Apr 2026	612 KB	Processing

Strategic Themes

Five pillars carrying the FY2026 strategy

Customer Excellence

6 objectives78%

Digital Transformation

8 objectives54%

Operational Efficiency

5 objectives71%

People & Culture

4 objectives88%

Financial Resilience

5 objectives66%

AI Generation

Auto-draft KPIs, targets, and evidence sources from your strategic objectives.

Strategic Objectives by Perspective

Every objective is anchored to one of the six OPOS perspectives.

New Objective Wizard

Financial

Ensure financial strength and long-term sustainability.

SO-0567%

Expand operating margin to 18% while maintaining Basel IV readiness

Customer

Improve customer value and market position.

SO-0182%

Lift Customer Satisfaction (CSAT) from 4.3 to 4.7 across all channels

Process

Improve operational efficiency and service delivery.

SO-0338%

Reduce branch operating cost-to-income ratio by 12%

People

Build organizational capability and performance culture.

SO-0491%

Increase internal mobility and leadership succession depth to 25%

Innovation

Prepare the organization for future growth.

SO-0241%

Migrate 80% of core workloads to a multi-cloud architecture

Governance

Strengthen governance and long-term organizational resilience.

No objectives yet — AI suggests adding one here.

Strategic Objectives

SO-01·Customer Excellence

Lift Customer Satisfaction (CSAT) from 4.3 to 4.7 across all channels

Owner: Mercy Wanjala · 4 KPIs

On Track

82%

SO-02·Digital Transformation

Migrate 80% of core workloads to a multi-cloud architecture

Owner: Brian Otieno · 5 KPIs

At Risk

41%

SO-03·Operational Efficiency

Reduce branch operating cost-to-income ratio by 12%

Owner: Achieng Odhiambo · 3 KPIs

At Risk

38%

SO-04·People & Culture

Increase internal mobility and leadership succession depth to 25%

Owner: Mwangi Njoroge · 4 KPIs

On Track

91%

SO-05·Financial Resilience

Expand operating margin to 18% while maintaining Basel IV readiness

Owner: David Kiprop · 3 KPIs

Monitor

67%

AI Analysis

Auto-generated from uploaded documents

Extracted Objectives

•Lift CSAT from 4.3 → 4.7 across digital, retail, corporate
•Migrate 80% of workloads to multi-cloud by FY2027
•Reduce cost-to-income ratio by 12%
•Grow non-funded income contribution to 38%
•Achieve regulatory readiness for Basel IV

Missing Objectives

ESG & sustainability commitments
Referenced in Annual Work Plan but not codified as a strategic objective
Cyber resilience target (NIST CSF tier)
Cited in risk register, missing from Strategic Plan
Brand equity / NPS for corporate segment
Only retail NPS is tracked

Strategy Gaps

Means of Verification
62% of objectives lack defined evidence sources
High
Cascade to branches
3 of 12 branches have not adopted SO-03
Medium
Quarterly milestones
Initiatives missing Q2 checkpoints
Medium

Alignment Analysis

Strategic Plan ↔ Annual Work Plan86%

Annual Work Plan ↔ Performance Contracts71%

Objectives ↔ KPIs78%

KPIs ↔ Evidence54%

Strategic Initiatives

Unified Customer Data Platform

Linked to SO-01 · Faith Wambui · Due Q3 2026

Build

62%

Branch Cost Optimization Programme

Linked to SO-03 · Achieng Odhiambo · Due Q4 2026

Pilot

34%

Cloud Foundation & Landing Zones

Linked to SO-02 · Brian Otieno · Due Q2 2027

Rollout

48%

Leadership Academy 2.0

Linked to SO-04 · Mwangi Njoroge · Due Continuous

Live

88%

Basel IV Readiness Programme

Linked to SO-05 · David Kiprop · Due Q1 2027

Design

22%

Strategic Risks

4 active

Risk	Impact	Likelihood	Linked	Trend
Regulatory shift on cross-border data residency	High	Medium	SO-02	↑
Delayed CDP vendor selection slips CSAT roadmap	Medium	High	SO-01	→
Talent attrition in core engineering pods	High	Medium	SO-04	↑
FX volatility eroding operating margin	Medium	Medium	SO-05	↓