# Chapter 2 — The 2Y3X Process

## Two tools, one process

The 2Y3X process uses two physical artefacts:

1. **The Strategy Map** — a radial diagram covering the three-year unifying goal and the supporting goals in five segments (People, Customers, Sales & Marketing, Process, Financials). One sheet.
2. **The 2Y3X Roadmap** — the single-sheet tactical plan, divided into the four quarters of Year 1, with up to **five tasks per quarter** and a single accountable owner per task. One sheet.

The Strategy Map answers *what we are trying to do and by when*. The Roadmap answers *who is doing what, in what order, this year*.

## How tasks move from Map to Roadmap

Each Year-1 item in a Strategy Map segment becomes a candidate task on the Roadmap. The **Growth Lab Team** (GLT) prioritises and orders them, noting interdependencies and any priorities imposed by the company's SWOT.

Then the GLT allocates each Q1 task to a single named owner — "**accountable**" in RACI terms. Felix is explicit that owning the task does not mean doing all the work alone: the owner is responsible for making sure the task is delivered, and is the person the GLT will look to at the next progress review.

## Research → Prototype → Implement

Every task on the 2Y3X Roadmap moves through three phases:

1. **Research** — find out what already exists, talk to others who have done it, learn what good looks like.
2. **Prototype** — build a small version, test it inside the company, iterate.
3. **Implement** — roll out the working version into the business as a permanent process.

A task may take a single quarter, or it may stretch across two or more. Process tasks in particular tend to need a careful Research phase, because once a process is in place it is rarely re-designed.

## Why a single sheet

A single sheet of paper for the whole year, with up to twenty tasks, forces three discipline behaviours:

- It forces the team to prioritise. There are not enough boxes to hold every good idea, so the best ideas have to win.
- It makes the whole plan visible at a glance, which is essential at GLT check-ins.
- It makes ownership unambiguous.

## What the Roadmap is not

It is not a list of operational duties. Day-to-day work continues under existing departmental heads. The Roadmap is the **change** programme — the scaffolding for future growth being built in parallel.

## Adjacent ideas in the chapter

- **The Growth Lab Team (GLT)** — the cross-functional team that owns the Roadmap. See [The Growth Lab Team](https://2y3x.com/agents/method/growth-lab-team/).
- **Interdependencies between segments** — many People tasks unlock Sales & Marketing tasks; many Process tasks unlock Customers tasks. The team should plan with the dependency graph in mind.
- **The Roadmap as scaffolding** — once a task is implemented, the resulting process is handed off to the relevant departmental owner.

## See also

- [The 2Y3X method (method page)](https://2y3x.com/agents/method/2y3x/)
- [The Strategy Map](https://2y3x.com/agents/method/strategy-map/)
- [The 2Y3X Roadmap](https://2y3x.com/agents/method/2y3x-roadmap/)
- [The Growth Lab Team](https://2y3x.com/agents/method/growth-lab-team/)