Connecting the dots from strategy to results

When we kick off new programs, I always ask the inter-sectional team of clients gathered in the room and online, "What defines success while we complete this transformative program together?" 

It's common to hear goals like "drive membership" or "increase market share." But across industries, companies, and even organizational maturity levels - many of the responses in that transformation-leading room are something like "on time, on budget" or "MVP delivered by Q4." 

Hold on a moment! While timelines and budgets are undoubtedly crucial considerations, they represent mere table stakes rather than true value. There is a notable disparity in effectively translating business objectives into tangible outcomes that drive purposeful action for teams and teammates.

The most successful transformations feature a clear connection the business strategy to the project's impact.

According to Harvard Business School online, an effective business strategy strategy is built around three key questions:

1. How can my business create value for customers?

2. How can my business create value for employees?

3. How can my business create value by collaborating with suppliers?

So here are critical considerations for leaders of transformational programs:

First: Can you communicate the value of your effort for customers, for employees, and for partners? Can you communicate how it will drive revenue or profit, or create more productivity? 

Second: Can you take via an elevator pitch so succinct and compelling that everyone in your organization - and your partners and suppliers - can understand the stakes and see their role in it?