Planning for the Seventh Generation
This Strategic Plan is developed and reviewed using a seventh‑generation planning framework, an Indigenous governance principle that requires decisions to be evaluated based on their long‑term consequences across time, ecology, and community continuity.
Within this context, seventh‑generation planning functions as a board‑level validation lens. Strategic assumptions, goals, and implementation pathways are assessed not only for immediate feasibility, but for their ability to preserve future choice‑space, institutional integrity, and ecological and social capacity over time.
The Board of Directors utilizes this framework to verify that strategic decisions meet standards of durability, ethical accountability, and intergenerational responsibility prior to adoption, resourcing, or escalation.
Eleven Strategic Goals
The CPI Global Strategic Plan includes eleven overarching goals and complementing goals.
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Board‑Level Verification and Validation Process
Strategic Plan Verification and Validation Process
The Strategic Plan is subject to an ongoing Board‑level verification and validation process operating on a structured monthly cadence, beginning April 5, with formal review activities conducted on the first Sunday of each month.
Verification and validation are carried out through two standing governance instruments: Executive Learning Labs and Executive Forums, which are used specifically to test, examine, and stress‑evaluate strategic components before Board approval.
Executive Learning Labs (Verification Function)
Within the Strategic Plan process, Executive Learning Labs serve as a controlled verification environment. Strategic proposals, assumptions, and operational models are examined through applied execution scenarios to confirm internal coherence, role clarity, and operational viability. This allows the Board to observe how strategic intent translates into decision‑making, management judgment, and accountability under realistic conditions.
Executive Forums (Validation Function)
Executive Forums function as a deliberative validation mechanism. Through structured written and facilitated dialogue, Board members, subject‑matter experts, and designated participants examine strategic direction, surfaced risks, and unresolved questions over time. This supports validation of alignment with mission, values, duty‑of‑care standards, and intergenerational impact commitments.
Together, these mechanisms enable the Board to confirm that the Strategic Plan has been:
- Actively tested, not only proposed
- Reviewed across multiple perspectives and time horizons
- Verified for operational integrity and validated for ethical and strategic soundness
Only after completing this process are strategic elements advanced for formal Board adoption or implementation.
