Strategic Vision Communication

As geopolitical risks continue to evolve and intensify, it is essential for communication leaders to adapt and respond effectively to these challenges.   Recent geopolitical crises have underscored the importance of proactive and strategic communication. According to the AXA Future Risks Report 2024, geopolitical instability is now the second most concerning risk for experts globally, up from third place in 2023. At the same time, disinformation and misinformation on these crises, mainly led by technology, are expanding their potential consequences. This progression highlights the growing impact of geopolitical events on businesses and the need for robust communication strategies. Here are some key insights and thoughts I wanted to share:   👉 Anticipate and Listen: Setting up an infrastructure for listening and scenario planning is crucial. By strengthening our social listening and predictive capacities, we can better anticipate crisis and understand the different perspectives that exist around geopolitical issues. As one Chief Communication Officer (CCO) mentioned in the latest European Communication Monitor (ECM) report, "We need to be prepared every day to react, and at the same time, we have to be very clear about the frames in which we want to react."   👉 Consolidate and Connect: Strengthening internal discussions and nurturing a network of communication experts with diplomatic skills is vital. In a decentralized company, this helps in ensuring that our communication as a Group is sensitive to the nuances of different geopolitical contexts. As another CCO pointed out, "You also need experienced communicators in different countries who not only have a view of their country but also understand that even in a global company there is a global view that is not necessarily congruent with the view of each country.”   👉 Navigate Ambiguity: In a fragmented and polarized world, managing corporate communications means carefully choosing what to say and how to say it. This involves balancing business perspectives with stakeholder expectations and navigating the contradictions that arise from intensifying geopolitical risks.   👉 Engage Proactively: The expectations of stakeholders, including consumers and employees, are evolving. There is an increased demand for companies to take a stand on geopolitical issues. As highlighted in the ECM report, 58.6% of CCOs agree that the geopolitical context has a very concrete impact on business, and companies need to consider this evolution.   On a more specific note, the AXA Future Risks Report 2024 also reveals that 91% of experts believe insurers have a crucial role in safeguarding against emerging risks. As Chief Communications Officer, this is something I truly believe in, and I am grateful to rely on a network of very professional heads of communications, in all AXA entities, to help us spread the word, build resilience and strengthen trust during uncertain times!

I have spoken to 23 Chief Risk Officers (CROs) this year—some new to the role, some who’ve been through the wars. One of the biggest challenges that keeps coming up isn’t necessarily the risk models, or the regulators, or recruiting senior risk managers. It’s working with the CEO. Here are a few bits of advice they say are crucial to the role: 🔹 Don’t just say “No” The best way to get ignored and not have risk taken seriously is to be thought of as the "No" department. The best CROs show how to make things work—safely. Instead of saying, "That's too risky," try, "Here's how we de-risk it." 🔹 The CEO-CRO relationship is a balancing act A CEO’s job is to push—new markets, new products, bigger bets. A CRO’s job is to push back—without being a roadblock. Instead of shutting things down, ask: ✔️ What's the real risk? ✔️ Can we manage it? ✔️ Can we move forward without losing control? 🔹 Speak business, not compliance One CRO told me: “I used to lead with risk metrics. Now I start with impact on growth, profitability, and the cost of doing nothing. This changed everything.” 🔹 Pick your battles "If you fight everything, you influence nothing." The more strategic your battles, the more weight your voice carries when it really matters. Ask yourself: → Does this decision have long-term consequences? → Will pushing back strengthen my credibility—or waste it? The best CROs don’t just protect the business—they help shape it. Hope this helps any aspiring CROs out there! Keen to hear from CROs or Heads of Risk on their biggest lesson in risk leadership?

One question turns failed PropTech pitches into closed deals. And most vendors never ask it. Here's the strategy alignment secret nobody's talking about. Last week, I watched another great product get rejected. Strong features. Clear value prop. But they pitched long-term efficiency to a merchant builder focused on exit value. Now they're wondering why the deal went nowhere. Here's how to align your pitch with their investment strategy: 1. Focus on strategy, not just asset type The secret isn't just knowing office from multifamily. It's understanding their investment timeline: Most vendors only see: • Office vs. retail • Multifamily vs. industrial • Class A vs. Class B Smart sellers also ask: • Hold period length • Exit strategy • Value creation timeline • Cash flow priorities Most fail because they stop at asset class. 2. Tailor your pitch to their timeline For long-term holders, focus on: • Operational efficiency • NOI improvement • Portfolio-wide impact • Solution stability • Compound ROI over time For short-term players, emphasize: • Repositioning acceleration • Lease-up support • Quick implementation • Flexible contract terms The timeline mismatch breaks more deals than price. 3. Ask the right questions first Start with: • "What's your typical hold period?" • "Are you looking to stabilize and hold or exit?" • "How do you handle property management?" • "What's your current solution stack?" Not: • "What types of properties do you own?" • "How many units do you have?" • "What systems are you using now?" • "When can we demo our product?" 4. Connect your value to their strategy Your pitch should show: • ROI within their ownership window • Value that matters to their strategy • Implementation that fits their timeline • Flexibility that matches their exit plans Never assume: • All owners want long-term savings • All GPs prioritize NOI • All buildings are forever holds • All operators think the same 5. Become a strategic partner Investment strategy changes everything: • It shapes their decision criteria • It determines their value metrics • It drives their timeline needs • It defines their success The difference between just another vendor and a strategic partner is understanding their investment strategy. Want to learn how the best PropTech companies align their pitches to investment strategies? Check out our free PropTech Pipeline Playbook email course in the comments.

Most brilliant ideas die not because they’re bad, but because they’re pitched wrong. And that collapse usually happens in the first 90 seconds. A 2023 McKinsey study found that senior leaders make decisions up to 5x faster when information is presented with clarity and relevance rather than sequence and storytelling. And neuroscience backs this up. Our prefrontal cortex, the part involved in complex decision-making, has limited working-memory capacity (about 3–4 chunks of information at a time). If your pitch starts with a long background story, you overwhelm the very system you’re trying to engage. You feel you have no influence? Let’s fix that. 𝟭. 𝗦𝘁𝗮𝗿𝘁 𝗪𝗶𝘁𝗵 𝘁𝗵𝗲 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻, 𝗡𝗼𝘁 𝘁𝗵𝗲 𝗦𝘁𝗼𝗿𝘆 Executives process outcomes first, explanations second. Open with: “The decision I’m asking you to make today is…” This immediately reduces cognitive load and boosts listener retention by up to 30%, according to research. 𝟮. 𝗔𝗻𝗰𝗵𝗼𝗿 𝗬𝗼𝘂𝗿 𝗜𝗱𝗲𝗮 𝗶𝗻 𝗪𝗵𝗮𝘁 𝗧𝗵𝗲𝘆 𝗔𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗖𝗮𝗿𝗲 𝗔𝗯𝗼𝘂𝘁 Executives listen for impact drivers (P&L, risk, timing, strategic alignment, reputation…) If your idea doesn’t connect to their priorities, it becomes noise. 𝟯. 𝗕𝘂𝗶𝗹𝗱 𝗮 𝟯-𝗟𝗮𝘆𝗲𝗿 𝗡𝗮𝗿𝗿𝗮𝘁𝗶𝘃𝗲 Layer 1 The One Sentence Your idea in 12 words. If you can’t explain it simply, it’s not clear, and the brain can’t store it. Layer 2 The Value State the pain and the outcome. One slide. One paragraph. Keep it simple and straightforward. Layer 3 The Proof Pilot data, customer insight, small wins… you need facts that make the idea tangible. And remember... people trust a message more when it includes a concrete marker of progress. 𝟰. 𝗘𝗻𝗱 𝗪𝗶𝘁𝗵 𝘁𝗵𝗲 𝗦𝗺𝗮𝗹𝗹𝗲𝘀𝘁 𝗣𝗼𝘀𝘀𝗶𝗯𝗹𝗲 𝗙𝗶𝗿𝘀𝘁 𝗦𝘁𝗲𝗽 Senior leaders don’t buy ideas. They buy safe momentum. Close with: “The smallest low-risk step we can take is…” Micro-commitments trigger the brain’s preference for loss avoidance. We’re more willing to start small because the perceived threat is low. And it goes without saying that you always need to prepare for objections. Executives consistently push on cost, risk, and timing. When you proactively address these, you signal confidence and reduce perceived uncertainty. Common mistakes that people make (that kill a pitch)? - Starting with a long narrative instead of the decision - Explaining the problem in painful detail - Using vague verbs such as “improve,” “optimize,” “enhance” - Not making an explicit ask - Pitching to be liked instead of aligned - Having no clue of the company’s priorities And a small trick before you enter the room to enhance your influence… Ask yourself: “What do I want them to feel?” Your intention shapes your tone and tone shapes the room. Ready? GO!

What it really means to lead a regulated entity Being at the helm of a #regulated entity isn’t about boardrooms, titles, or LinkedIn bragging rights. It’s about being the one person everyone looks to when the waters get choppy. You're not just the CEO of performance; you're the CEO of accountability. You're the first call when things go wrong, & sometimes even when they don’t. When you're leading a regulated business, you're straddling two worlds: the relentless push for #innovation & #growth, & the equally relentless pull of #regulatory precision. It's a high-stakes balancing act, & if you blink, you fall. Here’s what it really takes: • #Compliance & #governance maestro This isn’t just about policies; it’s about building a culture. You're setting the rhythm for the entire organization—everyone marches to your beat. If one team misses the note, the whole show can get shut down. Regulators expect no less than a system where compliance isn’t just a department—it’s the default setting. 📊 According to McKinsey, companies with strong risk & compliance frameworks outperform peers by up to 15% in shareholder value over a 5-year period. That’s not a small margin. That’s competitive advantage. • Chief #risk tamer You're part lion tamer, part fortune teller. You don’t wait for the storm to come—you read the clouds. From cybersecurity risks to operational gaps, it’s your job to see the red flags before they wave. You need to be the most paranoid person in the room—but also the calmest. • #Communication conductor You’re not running a one-way show. Regulators don’t like surprises. What they do like? Clear, proactive, & consistent communication. That means translating complex requirements into actionable insights—up, down, & sideways. The best leaders don’t treat regulators like obstacles; they treat them like partners. Strategic ones. 📉 PwC’s 2024 global risk report shows that firms who engage proactively with regulators during change events reduce negative outcomes by 40%. Translation? Talk early. Talk often. • #Crisis whisperer Let’s face it—Stuff happens. But when it does, you’re not the one pointing fingers. You’re the one activating plans. You’ve trained for this. Because you know: a calm leader in crisis is worth more than a thousand post-mortems. You pivot, adapt, & get the business back on track while others are still debating whose fault it was. Across multiple #leadership cycles, I’ve come to believe this: #regulation isn’t your obstacle—it’s your edge. Build deep, respectful relationships with your #regulators. Bake compliance into your culture. Use governance not just to keep the lights on, but to light the path ahead. Because great leadership in regulated entities isn’t about surviving the rulebook—it’s about mastering it. Want to scale? Start by earning trust Want to innovate? Show you can do it without cutting corners Want to win? Do it the right way That’s leadership, the regulated way. & it’s not for the faint-hearted.

Most brand visions fail. Not because of bad ideas, but because of poor sequencing. Here's the 7-step framework used by companies like Chobani to build unshakeable brand visions: [1] Start with brutal honesty Survey your team with 3 questions: - What do we stand for? - Where are we going? - What makes us different? [2] Find your true north Use the "Five Whys" technique: Start with what you do, and keep asking "why" until you hit your core purpose. Example: A financial software company might start with "We make accounting software" and end with "We give small business owners more time with their families." [3] Map the landscape Map your competitive landscape through both traditional and emerging players. Create a simple positioning matrix plotting two key industry variables (like price vs. quality, or technology vs. service). Mark where competitors sit, then identify unoccupied spaces that align with your company. [4] Craft your story Formula: Use this template: "We envision a world where [change you'll create] by [how you'll do it]" [5] Plan 90 days ahead Focus on three tasks: - Leadership buy-in - Employee activation - Customer validation [6] Align everything Build a one-page blueprint connecting: - Visual identity - Core narrative - Brand voice [7] Measure monthly Track three metrics: - Internal alignment - External perception - Business impact A big difference between Patagonia and other forgotten brands? Not just creativity. Not just funding. But the disciplined execution of these seven steps to stay true to the brand’s vision. #marketing #business #entrepreneurship

Whether you’re promoting yourself in an interview, pitching a product, or asking for a raise, here’s how to persuade the person without being manipulative: At our Science of People lab, I’ve found that the most persuasive communicators master what I call the Two C’s: 1. Clarity Confusion kills persuasion. People can’t say yes to what they don’t understand. So before anything else, get crystal clear about what you do, who you help, and why it matters. 2. Curiosity Humans are drawn to questions, not monologues. If you can make someone genuinely curious, you’ve already earned their attention. Now let’s put those into practice. Step 1: Forget the elevator pitch Instead, think in terms of value propositions, statements that clearly show what you do and spark curiosity about how you do it. For example: “Meeting planners and association executives hire me to make them look like superstars.” That’s from Don Levine Jr. Every time he says it, people respond with: “Really? How do you do that?” And that “how” is the golden question, the one that opens real conversations instead of shutting them down. Step 2: Invite dialogue Your goal isn’t to “pitch.” It’s to start a discussion. When you state your value clearly, people naturally ask follow-up questions, and that’s when your expertise shines. Compare these two: • “I’m an engineer for a software company. We specialize in cybersecurity” • “I’m an engineer trying to solve the three biggest challenges in cybersecurity today” The second version invites curiosity and sets you up as an authority. Step 3: Be ready for “how” and “why” A great value proposition always leads to deeper questions: “How do you do that?” or “Why do you do that?” That’s your chance to explain your mission. Those “how” and “why” conversations create trust and credibility faster than any sales script ever could. Step 4: Add the third C (Courage) Yes, I’m sneaking in one more C. Because clarity and curiosity alone aren’t enough. You also need courage. • Courage to sound different • Courage to be memorable It takes confidence to say something like: • “I’m a human behavior hacker” • Or Jim McConnell’s favorite: “I keep my clients off the front page, keep executives alive and out of jail, and make suppliers accountable” • Or even a wedding planner who says: “Brides hire me so they can sleep better at night.” Each of those lines makes people lean in. Step 5: Create your own Here’s a simple fill-in-the-blank template to build your value proposition: I help [target audience] in [category] by [benefit/outcome] so they can [result]. Examples: • “For store owners in retail, our micro camera system provides fail-safe, worry-free security 24/7” • “I help startup entrepreneurs in tech hire the right people so they can focus on growth.” Now, I’m curious: what’s your value proposition? Fill in the blanks and share it below. I’d love to see what you come up with.

"How well a brand is understood externally depends on how well it is understood internally." – DixonBaxi That's why we involve everyone in the brand building journey. From leadership to front line teams, alignment and collaboration is non negotiable. Internal confusion, fragmentation, or lack of clarity will always reflect outwardly...your customers will sense it. A fractured internal narrative becomes an inconsistent external message...on top of that this is also WAY more expensive to maintain in the long run! If you want to make a meaningful impact externally, start by cultivating a deep, shared understanding internally. When your entire organisation speaks the same language and shares the same purpose, your brand becomes magnetic, cohesive, clear, and impossible to ignore. Strategy isn’t just a document. It’s the process of bringing everyone together under one vision, one mission, and one purpose. That’s where the magic happens, and that’s how great brands are built.

Think about Apple’s launch events. They never say, “Here’s the new iPhone.” They say, “This changes everything.” And the audience believes them — because they don’t sell specs, they sell stories. Now imagine your next presentation. Are you listing features… or painting a vision? I once worked with a founder who had a revolutionary idea. But his pitch deck read like an instruction manual. We reframed it. He stopped explaining what his product does and started explaining how it changes lives. That shift won him his first investor. And here’s what I realised: Everyone wants to speak like Apple — but nobody trains for it. We hire business consultants and marketing strategists… but forget the one skill that gives everything wings — communication. You can have the best idea in the world, but if you can’t make people feel it, it’ll die in your throat. Because every great leader — whether it’s Jobs, SRK, or Kohli — didn’t just master their craft. They mastered their voice.

Having a big vision isn't enough—you need the execution to match. One example from our work that illustrates this perfectly: Goodnotes came to us as a category leader in digital note-taking. They had a powerful vision of revolutionizing how people capture and organize information. Their product was strong, but their brand story was fragmented. The challenge? Their messaging and positioning weren't doing justice to their innovative spirit. Despite having a great product, they weren't effectively communicating their value to their growing global audience. Here's how we bridged that gap: 1️⃣ First, we worked with their leadership to develop their Idea Worth Rallying Around®: "Notes Reimagined." This became their North Star—guiding everything from product innovation to customer engagement. 2️⃣ Then, we helped translate this vision into tangible execution across every touchpoint—design, messaging, and user experience. The results speak for themselves: ↳ GoodNotes has become integral to digital transformation in education, powering paperless learning environments in forward-thinking institutions ↳ They've launched extensive AI features, including an intelligent assistant for querying personal notes, advanced math capabilities, and enhanced handwriting editing ↳ They've successfully scaled their infrastructure through strategic partnerships, supporting a rapidly growing global user base The key lesson? Success isn't just about having a compelling vision or strong execution—it's about ensuring the two are perfectly aligned. When they are, magic happens. See our work for Goodnotes here: https://lnkd.in/gbKN4tKr