tl;dr - the previous post was about how you take your long list off opportunities and turning them in to a short list of wildly important projects - "rocks" if you will. The next part of the strategy presentation is to clearly articulate how they sit within the greater programme of projects and how they part of the natural evolution of both the department and company - it'll nicely lead into the next stage of the strategy.
A Multidimensional Jigsaw
You'll undoubtably have to present your SEO strategy at board level and the closer your audience gets to the top, the less they will be concerned about the detail and the more they will be concerned about how it all fits together across their remit and will it help them deliver the corporate-level objectives. They'll want to ensure SEO isn't working in isolation but is part of the a continual trend of organisational improvement.
I'm not going to give an example of how we've done that as I don't want this series of posts to be instructional, but more directional. There are many ways you can present this, but one you could think about is by having a line chart with time across the x-axis and "SEO Capability" along the y-axis. You could then have a line that that represents either sections of your site - perhaps category pages, product pages, content pages, functional pages. Or you could use it to depict historic and planned future progress for culture, ways of working, data/insight, platform, configurations, content and links - it depends where the focus of your strategy is on.
I would then mark on it the historic culmination of programmes or projects and hopefully that would coincide with step changes in capability. Also mark on it when you expect significant projects - such as the implementation of a new backend system or a new front end platform.
Make sure you show a gradual improvement in performance to show that even without big programmes of work / projects you're iteratively improving SEO capability - most likely with new code drops, new configurations, content improvements or Outreach campaigns.
This is a vital slide as you could similarly show that because you've invested in the platform and configurations then the capabilities there are increasing, but because you've not planned in the resolution of the content challenges until Y2 that no-one can expect a step change of improvement there. You'll need to show the opportunity cost of not investing there - whether that's because of budget limitations, or resource or its just that you've prioritised other rocks.
This is also of pivotal importance if you're asking for more resource - as the next section of the strategy will show. The slide you're on now is likely to say something like "we'd like to focus on X,Y or Z, but you can't as you need to support larger scale progammes. Or it may say that all of these projects are coinciding in Q4 and you need to limit the scale of your rock ambitions. Most likely, however, it'll come down to resource.
Again, I've not given a graphical illustration of how to solve the challenge of opportunity cost and capacity as that should be solved your way. But do find a way to show how much is going on, how reasonable you are and that you've planned in to make marginal gains and give a sense of the pain you have if you don't solve the problem - which the next slide will give.