It’s the law of inverse support. The bigger and bolder your vision is, the harder it is to build support for it. There are many reasons for this. The more you deviate from the status quo, the more risky it seems. The more innovative your idea is, the harder it is to grasp. It can be hard to perceive the future value when you’re stuck in the present. But the enterprise that stays trapped by these limits will quickly fall behind.
But we have a solution. Using a variety of techniques, including our proprietary Foglifter® visual explanations, we can bring clarity to the most complex and abstract ideas. Through our process, your stakeholders will see the value that you see. This new perspective will inspire them to help you move it forward.
Here are the primary methods we apply:
Sensemaking provides a clear and structured framework to help develop your initiative, with understandable relationships and consistent terminology. It’s a foundational step toward building understanding and support.
Foglifter® visual explanations make your abstract plans and concepts tangible and visible. They provide an all-in-one view of your strategy that draws people in and prepares them to engage with it more deeply.
Knowledge development blends client and stakeholder input with independent research and expertise. This combination will build your initial strategic concepts into a complete, detailed set of knowledge.
Communication planning defines a strategy to engage each of your audiences. It helps to develop your messaging, timing, tools, channels, and stages of engagement.
Communication design uses a human-centered approach to information design. The resulting communication tools help to make complex topics understandable for stakeholders and customers.
Do you need to visualize your strategy? If you answer “yes” to any of the following questions, it’s time to make your value visible.
- Can your stakeholders deliver an “elevator speech” to explain the strategy in a nutshell?
- Do your stakeholders each understand their own role in advancing the strategy?
- Can they see the value of the strategy for both the enterprise and for themselves?
- Are your discussions with leaders still focused on the “what?”
- Are you still getting challenges that you struggle to answer?