It’s the law of inverse support: the bigger, bolder, and more far-reaching your vision, the greater the struggle to build support in the enterprise. The reasons are many. The greater the idea’s deviation from the status quo, the larger the perceived risk. The more innovative the idea, the harder it is to envision and grasp. Future value can be very hard to perceive while we’re still in the present. Yet the enterprise that falls prey to these limits will quickly fall behind.
We have a solution. Using a variety of techniques, including our proprietary Foglifter® visual explanation structure, we make even the most complex and abstract ideas visible, understandable, and actionable. Through our process, leaders and stakeholders see the value that you see, become inspired, and help you move forward.
Here are the primary methods we apply:
Sensemaking translates developing strategies and initiatives into a structured framework with clear, understandable relationships and consistent terminology. It’s a foundational step toward building understanding and support.
Foglifter® visual explanations make abstract plans and concepts tangible and visible. They provide a unique all-in-one view of your strategy that draws people in and prepares them to engage more deeply.
Knowledge development builds your initial strategic concepts into a complete, detailed set of knowledge, blending stakeholder input and client feedback with independent research and domain expertise.
Communication planning defines a strategy to engage each of your audiences, including messaging, timing, tools, channels, and stages of engagement.
Communication design uses a human-centered approach and principles of information design to create communication tools that make complex topics accessible and understandable for stakeholders and customers.
Do you have an opportunity for strategy visualization? If your answer to any of the following questions is “yes,” it’s time to make your value visible.
- Can your stakeholders deliver an “elevator speech” that explains the strategy in a nutshell?
- Do your stakeholders each understand their own role in advancing the strategy?
- Do stakeholders see the value of the strategy both for the enterprise and for themselves?
- Are discussions with leaders still focused on the “what?”
- Are you still receiving challenges that you struggle to answer?