Webinar Key Takeaways

  1. Strategy must be explicit and visible. One of the biggest challenges organizations face is that strategy often remains trapped in leaders’ heads rather than being clearly communicated. A successful strategy needs to be documented, shared, and understood throughout the company to drive alignment and effective execution.
  2. Define your strategy before implementing OKRs. A critical mistake many organizations make is jumping into OKR implementation without a solid strategy foundation. This leads to teams creating disconnected priorities and wasting resources. OKRs should be viewed as a means to execute strategy, not as the end goal themselves.
  3. The 10C Framework ensures strategy quality. Thomas Dusart’s framework evaluates whether a strategy is Correct (true vision), Co-created (involving teams), Constrained (accounting for resources), Clear (2-3 pages), Consistent (with mission/values), Comprehensive, Crisis-proof, Connectable (to execution systems), Communicated, and Committed to through structured change.
  4. The Minimum Viable Strategy™ provides structure. Daniel Montgomery’s framework delivers a concise 2-3 page plan addressing: Who we are (purpose/vision/values), how the landscape is changing, what game we want to play (market/value proposition), what capabilities we need, and what to focus on right now. This creates a clear bridge between long-term vision and day-to-day execution.
  5. Keeping strategy connected to execution requires regular review. Leadership teams should consistently examine how OKR outcomes connect to annual goals and long-term vision. Strategic foresight—considering multiple possible futures—enables organizations to adapt as the world changes, using quarterly OKR cycles to adjust priorities based on new information.
  6. Effective communication makes strategy stick. Humans are moved by stories, not spreadsheets. Make strategic communication “sticky” by keeping it simple, unexpected, concrete, credible, and emotional. Create forums for questions and healthy debate, and as Francesca noted, “No one ever left a company because of overcommunication.”