Explaining Your Strategy

Here we are explaining what has happened, providing new insights and scenarios, and showing people the way forward. We can only articulate our strategy well if we can explain it both easily at the level that the people we are talking to will understand and feel is appropriate.

Understanding our strategy so that we can explain it with clarity requires more than just the top-line message. We need facts, data and reasoning. We need to be able to help people understand what we are saying by showing them supporting material such as charts, diagrams and drawings, and talking them through it as we do.

What are we explaining?

In addition to explaining elements of any of the reports, we are also explaining strategic themes, individual initiatives, plus any concepts which contribute to strategy.

For example, we may need to explain how we add value through our value proposition and our business model. A list of topics is provided below

Explanation Topic A-Z

  • Activity calendars
  • Analysis (e.g. competitors, GAP, key accounts, markets etc)
  • Budgets
  • Business case
  • Business model
  • Business objectives
  • Buyer personas
  • Buyer profiles
  • Case studies
  • CRM business case
  • Customer journey
  • Customer lifetime value
  • Customer segments
  • Decision maker influencers
  • Goals
  • Governance
  • Growth rate
  • Key success factors
  • Knowledge capture, management and transfer
  • Lessons learned
  • Market requirements
  • Marketing communication
  • Marketing operations
  • Maturity levels (departments, teams)
  • Messages
  • People skill set
  • Prioritisation of tasks and initiatives
  • Product business case
  • Risk
  • Sales communication
  • Sales forecasting
  • Sales intelligence
  • Sales messages
  • Sales operations
  • Scenarios
  • Suppliers and vendors
  • Succession management
  • Value proposition

Why are we explaining?

We can’t ‘do’ strategy alone. Management and stakeholders need to have trust in what we have planned, why we are doing it and how we intend to go about it. People need clarity.

The more relevant evidence we have, the easier it is to justify our recommendations and provide senior management with the information which they need and can rely on before they prepare for their speeches, interviews, presentations, and other important conversations and of course, ultimately, decisions.

How are we explaining?

Explaining formally…

  • Events
  • Interviews
  • Meetings (face-to-face)
  • Virtual meetings to both groups and individuals

Explaining informally

  • Conversations at the water cooler
  • Chats over dinner
  • In the bar
  • Opportunistic ‘back of the napkin’ moments

“Articulate your strategy well” means…

…explaining it so people understand it

  • Verbally -through listening and talking
  • Literally – through well-written copy
  • Visually – through use of charts, diagrams, graphics, images and drawings

The importance of clarity…

The clearer your strategy, the easier it is for people to support it.

When you need to articulate your strategy well…

Report on your strategy?

Explain your strategy?

Pitch your strategy?

Create belief in your strategy?

Continually up-date your strategy story

Visit our what you get page to see how.