A new article on Marketing Land asks whether your supposed transformation strategy is actually a proper strategy in reality.



Business strategy usually gets created by senior executives, then passed down like tablets of stone. Five-year plans used to work ok back when things changed more slowly and when disruption either didn't happen or you had time to see its approach - but, as the author points out, things have changed. He says lack of a well-defined and well-communicated strategy is one of the most common reasons for failed digital or other business transformations. That's down to inconsistent leadership, conflicting goals and initiatives, and creates resistance to change.

Frameworks around which strategic plans get built are usually variations on a theme, but they should be an iterative exercise, a bit like agile software development. Companies need to revisit them regularly and correct their course when required.



Companies frequently think they've got a strategy when what they really have is just a goal. It's a formula for winning and takes no heed of whether or not the organization provides value, but true strategy starts with discovery. Once you've looked inward and armed yourself with the right information, you can start asking the right questions

• Who are our ideal customers? What problem are we solving for them?
• Why are we uniquely qualified to earn their business vs our competitors?
• What specific capabilities will we need to develop in order for the plan to succeed?
• What in the organization needs to change to support the strategy?
• What are the top two or three things that have to go right for this strategy to work?
• What could go wrong and how might we overcome it?
• If we pursue this strategy, what are we deciding not to do?
• What does success look like, and how will we know if we're going in the right direction?
• How can we test our assumptions and pilot the concept?

When you compile internal communications, be specific and don't use jargon. Use actionable language instead, and stick to the plan. As the author puts it, "if 95% of employees don't know where you're going, there's a 100% chance you'll end up someplace else.