A good company strategy should be made up of two parts: the operational framework, or how to keep the day-to-day activities of a company moving; and the strategic framework, or how the company realizes the vision through product and service development in the market.
“What will we say no to? What will we fund? What changes Monday morning?”
That's not theory. That's a story people can follow. Strategic narrative works when it starts with choices.
“What's praised. What's punished. Used in hiring. Reinforced in feedback. Lived under pressure.”
Strategic narratives lose power when values sound good but mean nothing. You show how to anchor them in action.
“They think one deck, one all-hands, one strategy doc is enough.”
But repetition builds rhythm. A good narrative becomes the background music of the company.
“Don't confuse a plan with a strategy. Don't confuse activity with progress.”
Strategic narratives should simplify the noise, not add to it. You deliver that.