A strategy that cannot be communicated cannot be executed. The evidence suggests that how a CEO talks about strategy predicts competitive outcomes years in advance.
Good article Ian, well done. The Nokia section points at communication failure not just affecting strategy execution at the top but hollowing out everything downstream. For example, a sales team being developed & trained without a clearly communicated strategic anchor is essentially being pointed at the horizon and told to run. They might have the ability but the their direction & end point is anyone's guess.
Communication as a “strategic instrument.” Hear hear. This is the shift I’m seeking to effect with so many of the CEO’s & board members I’m working with. They see these moments as informational- “I say what’s been written for me, what’s on the slide, and people hear it.” No. They don’t.
Excellent piece. Thank you Ian
Good article Ian, well done. The Nokia section points at communication failure not just affecting strategy execution at the top but hollowing out everything downstream. For example, a sales team being developed & trained without a clearly communicated strategic anchor is essentially being pointed at the horizon and told to run. They might have the ability but the their direction & end point is anyone's guess.
Thank you, that’s how I see it too.
Communication as a “strategic instrument.” Hear hear. This is the shift I’m seeking to effect with so many of the CEO’s & board members I’m working with. They see these moments as informational- “I say what’s been written for me, what’s on the slide, and people hear it.” No. They don’t.
A rigorous and insightful article.
Thank you. I think people also underestimate how hard it is to do well.