"the message should explain the why behind the choices"

"An effective strategy message communicates the essential, core elements of the strategy. Someone who hears it or reads it should be able to walk away with a clear mental image of how the organization works, and how it intends to succeed. That is, the message should explain the why behind the choices the organization made. How much detail is provided, as well as which details are shared, depends on the audience in question, of course. The message for the general public may be articulated at quite a high level, while internal audiences and important external stakeholders might receive more detail and insight.

That may sound simple, and in many ways it is—but the potential impact is powerful.

...

a clear basic strategy message communicates the organization’s primary goals to its employees. It conveys the basic value proposition to customers, so that they understand why the organization should be preferred. Finally, it tells potential suppliers, regulators, and other stakeholders what kind of organization they are dealing with and what to expect from it during interactions. A good strategy message sets goals and expectations for the organization, and it provides guidance to others about how to behave.

Unfortunately, organizations typically do a poor—often terrible—job of communicating their strategies, even when they may have a well-defined one that they rely on regularly for guidance. Strategy is, instead, one of the most misused and misunderstood words in the business world. CEOs will routinely say something like, “Our strategy is to win” or “Our strategy is to be No. 1” or “Our strategy is to outdo our rivals” or “Our strategy is to always work harder.”

Strategy messages of this sort typically confuse goals and determination with a plan for how they will win, and how the hard work will pay off. It is like saying that your strategy for winning a football game is to score more points than your opponent or for winning a race is to run the fastest time."

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