How do you ensure non-strategy team members grasp the long-term implications of a new business strategy?

If you can explain your strategy to a 5 year old , you increase your chance for success . Strategy should be simple to explain and comprehend .Moreover, no change management topic is successful overnight , repetition through success stories is key to bring speed in strategy execution, even for non strategy TM's . The concept of see , move and finish in the strategy makes all the difference . If these three pillars are clearly defined for each function then the probability of success increases multifold . In summary 1) Keep the strategy simple to understand and relatable for non strategy team members 2) Define the see ,move and finish clearly for each function and what success looks like to them 3) Repeat the message through success stories

Better still would be to let every non Strategy member envision their little role in the overall picture, so that they are sold on the idea and feel they are a part of the process as key contributors.

Explain the larger picture visually as it impacts much more forcefully . Then break it down to smaller units with time lines. Sense of achievement is very important. Most importantly , the stake holders should be told what's in it for them. How it helps the company and in turn every stake holder. Ownership - Across the board

To ensure non-strategy team members grasp the long-term implications of a new business strategy, simplify the strategy into clear, relatable goals. Use visuals like charts and infographics to illustrate concepts. Hold interactive sessions where they can ask questions and relate to real-world examples. Regularly update on progress and celebrate small wins to keep everyone aligned and motivated. Keep communication open and slang-free.

To help non-strategy team members understand the long-term implications of a new business strategy, break down complex ideas into clear, relatable concepts. For example, during a company-wide shift towards renewable energy solutions, I explained the strategy by comparing it to simple, everyday choices, like opting for energy-efficient appliances at home. Use straightforward language and real-world analogies to make the strategy accessible. This approach not only demystifies the strategy but also ensures everyone sees their role in the bigger picture, fostering alignment and engagement across the team.

Often the issue with strategy written on a page is that people can't see how their role contributes to the strategy! For strategy to be understood at all levels it is key to ensure the key stepping steps to get there are clear. Annual objectives and priorities are key to translating strategy to what it means for people on the ground. I have worked with many companies where people could not understand or relate to their company's strategy, by introducing OKRs we were able to translate the strategy to annual objectives which enabled cascading them to each individual. Everyone on the ground could see a golden thread from what they do to their team's objectives to their function's objectives and eventually to the organisation's strategy

Adopting a simple yet comprehensive approach will allow everyone on the team to understand the process to get to the end goal. This is called the Choice Cascade. DM me for more on this.

I have found that by communicating the key messages (start broad and then hone in) often (every possible chance) and in different formats (verbal, written, video, formal and informal meetings) means you reach more people. Repeating the key themes and messages every chance you get makes it real and front of mind.

Um das iniciativas que adotamos é apresentar, anualmente, a toda equipe (estratégica ou não) o planejamento do ano, ratificando a estratégia definida.

Adopting the OKR (Objectives and Key Results) methodology can significantly enhance coordination among strategy, tactic, and operational teams. By setting clear, measurable goals (Objectives) and defining specific results (Key Results) to achieve these goals, everyone understands their role in the bigger picture. OKRs promote transparency and alignment, ensuring that strategic directions are translated into actionable tasks. Regular check-ins and reviews foster continuous dialogue, enabling teams to adjust and stay on track. This structured approach not only clarifies priorities but also enhances engagement and commitment across all levels of the organization.

Close to eye, close to heart (mind in this context), here are few ideas to try: 1. Create Diagrams: Develop visual representations (like flowcharts) to outline the strategy and goals. 2. Use Infographics: Summarize key points in visually appealing infographics. 3. Develop Handy References: Ensure team members can revisit visual aids as needed. Hint: Visuals enhance understanding! 😊

Visual aids are powerful tools that help us understand and remember information, through the power of associations in mind. Whether through illustrations, charts, or diagrams, they untangle complex ideas, provide clarity, and enhance comprehension. When introducing a new business strategy, using visual aids ensures that team members grasp its long-term impact and align with the organization’s vision. Visual aids are tools of strategy simplification

Es importante a la hora de explicar una estrategia el por qué de la misma y no tan solo el proceso para conseguirla de modo que los usuarios se identifiquen con los objetivos.

A exposição da estratégia de ser inserida em um contexto visual e próximo dos expectadores que devem se sentir acolhidos e inspirados.

Reinforcing the business strategy regularly is essential for gaining significant mind-share and (re)kindling action. Consistently communicate its purpose, progress, and impact to all team members. Use town halls, newsletters, and one-on-one discussions. When team members see the strategy in action and understand its relevance, they stay aligned and committed.

Any strategy that is only absorbed by top and middle management is worthless. Reinforcing the strategy through consistent communication and action is key in rolling out it out successfully across the organisation, and at the same time one of the hardest things about executing on strategy. It's important to make sure anyone and everyone across the organisation in a leadership role is consistently communicating the strategy to their teams and making it actionable. Performance metrics should be aligned top-to-bottom so all teams act towards the overall goals. It's important to follow-up on this and keep everyone on target. Metrics will guide people some of the way, but not all the way. Show-not-tell is a good plan.

Key in the reinforcement is embedding strategy in daily routine, rather than isolated communication. I.e. whenever a task is appointed, whenever a project is set up, whenever a decision is discussed and made, a leader needs to explain: What role does this task, project or decision play in the context of the strategy? And why does it matter in this regard? It all comes down to giving the bigger picture.

Reforce a estratégia regularmente de forma anual em um encontro com o máximo de colaboradores. Além disso, faça uma efetiva comunicação em pílulas que alimentem a estratégia de forma rotineira.

Reinforcement is the second critical thing to make a new strategy to work and make it a success. Make a weekly program be it presentation, team meet, news letter so that all the new updates relates to strategy reach timely to all members to make it work.

Training and Development Providing training and development opportunities is another crucial step. Organize workshops and seminars that focus on the new strategy and its long-term implications. These sessions can be designed to enhance the skills and knowledge of non-strategy team members, aligning their capabilities with the new strategic goals. Offer resources such as online courses, reading materials, and mentorship programs to support continuous learning. By investing in their professional growth, you help them understand the strategy better and equip them with the tools needed to contribute effectively. Training ensures that everyone is on the same page and capable of supporting the strategic objectives.

Há uma ligação direta da comunicação e capacitação com o sucesso da estratégia. Faça pequenos workshops de forma direcionada para cada segmento da organização.

Feedback loops are not an old framework and are used in various techniques such as AGILE, CICD, DevOps, etc and in scaling a business (network effects). They are also used to build competitive moats for businesses. A feedback loop can generally be built on a north-star metric. (gives direction on long-term growth vs. short-term growth) e.g. Metric is MAU of software 1. Business team maps out customer stories from sales, interviews, discovery calls, etc 2. Tech team maps out which features are heavily used e.g. charting, visualizations, prospecting, etc 3. Both teams share which factors affect metrics the most. It helps to do this monthly, sufficient enough to ensure strategy direction but not often enough to hinder growth.

Continuous Feedback Continuous feedback is essential for ensuring non-strategy team members grasp the long-term implications of a new business strategy. Create a feedback loop where employees can ask questions, share concerns, and provide input on how the strategy is being implemented. Regularly check in with teams to gauge their understanding and address any misconceptions. This ongoing dialogue helps identify areas where additional clarification or support is needed. Moreover, by actively listening to their feedback, you demonstrate that their perspectives are valued, which can increase their engagement and commitment to the strategy. Continuous feedback fosters a collaborative environment where everyone feels involved and informed.

Teams may easily feel strategy is disconnected from daily routine, which in turn disconnects teams from strategy. How to find out this being the case? There is no way around feedback. At the same time, feedback requires strong leadership and self-confident leaders. In my experience, weak leaders are either not interested in feedback or tend not to ask for it, fearing negative comments. Strong leaders nurture an open feedback culture. In a nutshell: Feedback culture makes or brakes strategy execution, while a good feedback culture requires self-confident leadership.

These are some unorthodox strategies I would suggest for larger organizations: 1. Reverse mentoring: Implement a program where younger employees mentor senior executives on emerging trends, technologies, and cultural shifts. This can provide fresh perspectives and help the company stay ahead of market changes. 2. Cultural archaeology: Conduct deep dives into your company's past successes and failures, looking for forgotten strategies or abandoned projects that might be relevant in the current market context. 3. Temporal planning: Instead of focusing solely on long-term goals, consider implementing a "temporal portfolio" that balances short-term, medium-term, and long-term objectives to ensure adaptability.

Simplify the strategy by setting clear communication. Use visual aids (diagrams, graphs, infographics charts, etc) to simplify complex ideas. Highlight the benefits. Training and retraining. Encourage regular update and feedback. Involve key stakeholders. Provide leadership support. Encourage psychological safety.

Relating to Day-to-Day Tasks One of the best ways to help non-strategy team members understand the long-term implications of a new business strategy is by relating it to their day-to-day tasks. Explain how their specific roles contribute to the bigger picture and the overall success of the strategy. For instance, if the strategy involves improving customer service, show how their interactions with customers directly impact long-term customer loyalty and business growth. By connecting the strategy to their daily responsibilities, team members can see the practical applications and importance of their work, fostering a deeper understanding and commitment to the strategy.

One of the key considerations a leader has to make while communicating a long term business strategy is - Curating the message based on audience The strategy might have a unique impact on each entity within organization. It is the role of a leader to identify the benefits that might appeal the particular entity and market the vision accordingly for buy-in. It is often part of Change Management model/philosophy that the organization follows.