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Primeiro, "the message should explain the why behind the choices"

Agora:

"When tasked with describing a strategy, executives will often turn to the many off-the-shelf templates for strategy description that are available online and elsewhere. Avoid this at all costs. Useful as some of these templates are for stimulating thinking and initial discussions, the cookie-cutter style of them is obvious and can convey the implicit message that the organization’s leaders have not thought hard about the strategy. More importantly, the generic nature of such tools leaves little room for the distinctive elements of an organization’s strategy to be identified and communicated. What is needed is a strategy message that reflects the distinctive elements of the organization’s approach, and one that captures the hard-won insights generated by the iterative application of the three activities of strategy mapping, logical formalization, and constructive argumentation.

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Formulating a strategy argument is an act of thinking; communicating it is an act of rhetoric and persuasion.

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Focus first on the content of the message. Ideally, a strategy message should hit all of the essential core elements of the strategy, the high-level abstract aspects of the strategy that convey its essence and also seem relevant to people throughout the organization.

What does this mean? It means that, above all, the message should clearly convey the core logic by which the organization succeeds. Recognizing that there are a number of different ways to do this effectively, we believe that the best messages contain four elements:

1. a concise description of the strategic opportunity;

2. a forthright acknowledgment of the primary obstacles to success;

3. an articulation of the logic by which the organization will overcome those obstacles; and

4. a clear connection between the strategy and the organization’s actions.

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Opportunity. An effective strategy message needs a clear description of the value creation opportunity pursued by the organization. How does the organization create value? This includes relatively high-level statements of the purpose of the organization, such as answers to the question “How does the organization make the world a better place?” But most importantly it should include a clear statement of how the organization creates economic value. Who are the organization’s customers, and how do the company’s products and services generate willingness to pay among them? What are the critical assets and activities required to create this value? Why does (or will) the organization have a superior ability to create value relative to others?

Obstacles. A convincing strategy message is clearheaded and realistic about the obstacles to realizing a strategic goal. In many strategy messages we have seen, organizations are good at describing the enticing potential of the value creation opportunity, but are less than frank and transparent about the challenges associated with capturing that value. As a result, many strategy messages come across as wishful thinking or as suggesting that success will be easy. But the realities of market forces in modern economies mean that sustainable success is hard-won. Failing to acknowledge the obstacles to capturing value does not make them go away. Moreover, the audience for a strategy message—both internal and external—is often well aware that these obstacles exist, so there is little to be gained by sending a message that does not acknowledge the elephant in the room. Doing so suggests the leadership is out of touch with reality.

Logic. The strategy message should provide an explanation for how the organization will overcome the obstacles it faces and realize the opportunity. It is here that the core logic of the organization’s strategy argument takes center stage, ... It is here that people see the connection between actions and consequences and begin to perceive the mechanisms through which the organization will succeed. This is perhaps the most important content dimension because it explains why certain behaviors are important. It is also the dimension most often missing in the strategy messages we have reviewed.

Action. Strategy messages are often communicated in conjunction with strategic decisions, whether large or small. Such decisions present an opportunity for leaders to illuminate the logic of a strategy, and thereby reinforce people’s understanding of how the strategy works. More generally, effective strategy messages use actions as concrete manifestations of the rather abstract ideas embedded in the strategy argument. Because actions are concrete, they provide a firmer basis for people to grasp how the strategy works."

Trechos retirados de “Arguing for Organizational Advantage” de Sorensen, Jesper B.; Carroll, Glenn R.