COMPASS / THE MODEL

Strategy has a direction.
Execution needs navigation.

An operating model for adaptive strategy execution, created by Ahmed Elnahas and brought into practice through Compaxra.

Strategic meaning can fade across layers, functions and teams—even when dashboards are green. Compass preserves direction while priorities and decisions adapt through evidence and learning.

Compass book cover, by Ahmed ElnahasDiscover the book

Five connected elements.
One navigation system.

Vision, Strategy, Capabilities, Objectives and Rhythm are connected elements, not five sequential steps.

Five connected elements: Vision, Strategy, Capabilities, Objectives and Rhythm.
Five Elements of Navigation

Purpose, choices, organisational ability, movement and learning form one connected system.

Open full-size diagram in a new tab ↗From Compass · © Ahmed Elnahas

Capabilities are
the bridge.

Strategy becomes actionable through the capabilities an organisation must strengthen or evolve. DPOT reveals their constraints across Data, Process, Organisation and Technology.

DPOT: Data, Process, Organisation and Technology are the four dimensions of a capability.
Four Dimensions of a Capability

A repeatable organisational ability depends on all four dimensions working together.

Open full-size diagram in a new tab ↗From Compass · © Ahmed Elnahas

A connected
navigation system.

Direction flows towards execution. Evidence and feedback travel back into decisions, with cascading and cadence maintaining the connection.

Capability evolution connects to Objectives through prioritisation and progress. Objectives connect to Key Results through direction and evidence. Key Results connect to operation and delivery through execution and feedback. Cascading and cadence link the layers.
Compass’s Navigation System

Capability evolution, Objectives, Key Results and delivery are connected through direction, evidence and feedback. The model keeps attention on what changes in the system.

Open full-size diagram in a new tab ↗From Compass · © Ahmed Elnahas

Navigation requires
evidence and adaptation.

Connect direction, contribution, evidence and learning—so the organisation can adjust its course without losing strategic meaning.

Objectives & evidence

Capability-anchored Objectives describe the change needed. Key Results provide evidence of movement, not task lists.

Contribution & Inheritance

Cascading invites contribution. An agreed contribution becomes a parent Key Result and, with identical wording, the contributing layer’s Objective.

Evidence & Confidence

Evidence shows what changed; Confidence expresses whether a Key Result remains attainable. Both inform decisions.

Cadence & course correction

Regular reviews turn evidence into learning, adjusted contributions and better decisions. Where needed, OPIs support interpretation of Objective progress.