Senior decision-makers need to bridge requirements for clear-cut, long-term orientation from within their organisation with the necessity to respond to ever-increasingly unpredictable business environments. While Change:Mediated does not hand out crystal balls, we do possess the competencies necessary to facilitate your development of a coherent organisation strategy that is translatable to all operational business activities without loosing the momentum of a shared vision.

A CEO reported on his strategic vision not “arriving at the bottom”. He had become dismayed about seemingly futile efforts to employ a range of different means of communication for delivering the purpose and importance of his decisions. In a series of six explorative meetings, we scrutinised the so-called internal and external fit of his strategic priorities, the developmental needs for the current organisational culture so as to carry the strategy forward, and a communication approach that would balance the need for coherence and orientation with the need for freedom to creatively participate in decision-making. 

As a result, The CEO was able to foster more identification with strategic goals, not only by his Board Members, but also more junior leaders. Strategy-making became more collaborative, benefiting from perspectives only operational functions could contribute. Collected feedback also evidenced the CEO being perceived as more approachable and his intentions more transparent. People felt more valued for their expertise and hence sustainable buy-in was improved.