How to make strategy stick? 10 steps:

Mimi Kyazze:

We’ve all seen our fair share of company strategy updates.

A change in company direction, a re-jig of how resources are focused, and a revamp of business goals. As company strategies get rewritten and refreshed, to bring any new strategy to life, it’s about bringing the whole organisation along through clear communication and storytelling.

1. Being a mirror, not just a megaphone

Our role in communications, whether in-house or agency, is getting on board early. We’re not just the megaphone to blast out the new strategy; we’re also the mirror and sounding board that helps refine it before it’s shared. Being embedded in the strategy process from the start allows communications teams to shape not only how the strategy is communicated, but also how it’s understood, trusted and acted upon.

2. Framing your strategy as a narrative

A well-defined strategy shouldn’t just be a plan but have a narrative. While market data and intel will inform the decisions behind the strategy, it’s emotions that will drive belief and action. Embed it in a story that’s tied to the company’s mission and future, speaks to people’s concerns and hopes, and offers a clear and meaningful path forward. It’s not just about what you’re doing as an organisation, but why it matters and how it feels to be a part of it.

3. Anchoring everything in shared values

We often assume that because we all work for the same company, we’re all on the same page. But every employee or function will interpret a strategy through their own lens. HR will zoom in on culture, marketing on customers, talent teams on career development, and leadership teams will ultimately just want vision turned into action. When we lead with shared values, we’re more likely to appeal to what unites rather than what separates us. Linking a company’s strategy back to purpose helps create unity that crosses perspectives.

4. Clarity as a competitive advantage

Communicating a strategy is making the complex clear. If a strategy can’t be summed up on a page, it’s likely not ready. Applying the rule of three can also make it persuasive. Leaning on communications teams helps focus on what truly matters to make your message memorable and easy to repeat. Clarity isn’t just a communications imperative; it’s a competitive advantage. The simpler it is, the easier it spreads. That’s how strategies move quickly through an organisation.

5. Tailoring the message, not the strategy

Every function, from PR to procurement, needs to know what the strategy means for them, but that shouldn’t mean rewriting it a dozen different ways. It’s sticking to a unified narrative with relevant angles of what it means across areas and functions such as culture (HR), customers (marketing) and careers (talent teams). Personalisation builds relevance, but it’s consistency that creates trust and alignment to land the strategy.

6. Making managers part of the message

Your leaders and managers are your best communication channel, not just for delivery but for interpretation. They serve as translators to put your strategy into context for teams to act on. Providing them with the consistent language and toolkits allows them to cascade it confidently, answer questions and connect it to daily work.

7. Testing before launch

Before going live, it’s always worth testing how your company strategy speaks to people. Using working groups, feedback loops and pilot messaging will help see what resonates and what needs refining. If a strategy can’t be explained to a new hire or a colleague at a coffee machine, it probably needs more work. Early feedback avoids confusion later.

8. Right message, now picking the right channels

Your choice of channels matters. Referring to internal data to understand which channels have the most reach and engagement. Whether it’s All Hands for leadership delivery, targeted emails for focused messaging, short videos for regular drumbeats or social channels for ongoing feedback and interaction. Lean into a mix of formats. Meanwhile, the tone and style of your formats (e.g., how engaging or interactive they are) will depend on your organisation’s culture and what’s likely to cut through. Make sure your “internal influencers” (the people others listen to) are also bought in and active. Any communication needs a strong channel plan to match.

9. Serving strategy in snackable bites

There’s no doubt that mobile phones and social media habits have changed our attention spans. Most people now just want highlights or short bursts known as ‘snack content’. We’re in the era of corporate snacking! While some long-form content still has its place, the majority want to extract what serves their most immediate need. Communicating a strategy should include digestible, on-demand content such as short videos, infographics and interactive Q&As. The goal is to make it easy for people to access the information they need.

10. Say it. Then say it again.

On average, people need to hear or see a message 5 to 7 times before it’s likely to be understood and remembered. Any communication around a company strategy needs to show up consistently. Repeating it through various formats and platforms and at different moments, such as leadership updates, team meetings, onboarding materials and embedded in performance reviews. Then, reinforcing it across all communication touchpoints so it becomes part of the everyday heartbeat of your organisation.

Communication makes strategy work.

For a company strategy to succeed, your people need to understand it to deliver it. Effective communication bridges the gap between ambition and action to drive engagement, alignment and connection throughout your organisation. It’s the engine behind your people believing in it, owning it and bringing it to life in their day-to-day work.

Because when communication works, strategy works.

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Mimi Kyazze is an award-winning communications business partner with over 15 years’ experience in the tech sector, Big Four, and FTSE-listed companies. Based in the UK, she has spoken at industry events, judged awards, and led communications for global workforces through major transformations, acquisitions, and crises. She also serves on charity boards, helping to shape strategy and strengthen leadership, and is the founder of an online platform bringing together inspiring voices from business and entrepreneurship. Connect with her on LinkedIn.