One tree, built by talking
You describe your company to the coach; it turns that into objectives and quantified key results, filed by period. You correct it by talking, not by filling in a spreadsheet.
Your strategy lives in a deck, a spreadsheet and a few heads
You change your mind in one of the three, and the other two carry on as before.
Alignment
Whoever arrives next takes the copy they were handed: a new colleague, an agent you set to work. Each of them is right, on the version in front of them. What it costs is the arbitration nobody gets to make — the work you would have stopped, if anything had told you it no longer served.
Galy writes it once, from a conversation: a tree of objectives, the results that measure them, and underneath, the work that serves them. Your teams read that text, and so do the machines you set to work. Change your mind, and there is one text to change. Alignment is that, and nothing else.
How
The alignment goes all the way down to the code
An objective carries business briefs, a brief carries a technical spec with its phases, its risks and what will prove it was delivered. The chain reads top to bottom, and every level names the one above it.
Your coding assistants plug into it
Claude Code and its kind read your strategy and write their briefs, their specs and their after-delivery checks into that same tree. Galy never reaches into your code: the assistant works on it at your place, and reports here only on what it did.