Why did I write Communicating strategy

In early 2006, I noticed that my websites were getting a lot of activity on the topic of ‘communicating strategy’. It was closely behind ‘strategy’ as a topic of interest. As I researched the Internet to see what else was available on the topic, I realized it was a topic that was not well covered.

However, within a few sites I came across one that suggested five principles of communicating strategy, of which one was: ‘You should not communicate your strategy, as you will leak your strategy to the competition.’ I was incensed by this idea, for two reasons. If your strategy is so unsustainable that your competitors can simply copy it that easily, then it is a pretty poor strategy. Secondly, if you don’t tell your people about your strategy, how can they possibly execute it and help you refine it and deliver it?

So, incensed by the ‘don’t communicate your strategy’ idea I looked for books on communicating strategy. There seemed to be none. There were plenty on strategy formulation, and strategy implementation. There were many on public relations. There were lots and lots of interpersonal communications. But there seemed to be nothing specifically on communicating strategy. So I decided to write one based upon all my experience.

I have been helping organizations describe, develop, articulate and communicate their strategy more effectively for over twelve years. I have been privileged to work in some great consultancies with some great colleagues and wonderful clients. The experiences that make up this book come from a whole variety of different types of organizations. I have been on the receiving end of strategy, as a line manager and helping to formulate it in a variety of organizations.

When I worked for the originators of the balanced scorecard, Norton & Kaplan, the emphasis was always on the understanding and drivers of the strategy much more than just its measurement and management.
Rather it has been about helping the management team be clear about the underlying thinking around the strategy, so they could walk out of their board room with a complete and consistent understanding in their heads of what they were trying to achieve, and why. Much of this has involved helping them have a richer conversation as they develop and articulate it. They then have a deeper understanding of the assumptions and underlying thinking, so they can tell the story effectively to their people. The techniques I have seen, learnt and developed through these experiences are in this book.

Read the book, and most importantly, follow what it says and I hope you will be a better and more skilled at communication as a manager or direcor

Phil Jones