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Step one: choose a single catalyst
Start by listing the three or four moves that might change growth, then pick only one. Judge each by reach, speed and dependence on outside parties. Take a worked example: a regional software company with steady sales but slow expansion considers a new pricing tier, a reseller channel and a new vertical. It picks the reseller channel because it reaches many buyers, uses existing product and needs little new engineering. Write the choice as a sentence naming the lever, the target group and the outcome expected, so everyone can repeat it in the same words.
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Step two: split it into quarterly milestones
Divide the year into four quarters and give each a distinct purpose. In the reseller example, the first quarter might recruit and sign five partners, the second train their sales staff and certify a pilot offer, the third close the first joint deals, and the fourth review margin and decide whether to expand. Each milestone should be observable by someone outside the project, such as a signed agreement or a recorded deal. Avoid milestones that describe effort alone, like holding meetings, because they can be completed without moving the catalyst forward at all.
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Step three: set measures and a review rhythm
Attach one leading indicator and one result to every quarter, then schedule a short review at the midpoint and end. For the reseller plan, the leading indicator could be partner-sourced opportunities created, and the result could be revenue closed through partners. Record the starting figure before work begins so progress has a baseline. At each review ask whether the catalyst is still the right one, what blocked it and whether the next quarter needs a changed target. Keep the owner named, and document decisions in a single page so the plan stays readable.