Sprint scenario

Large organizations are transforming under pressure from technology, changing customer expectations and new ways of working. Yet even a clear strategy can lose meaning as it moves from the boardroom through functions, markets, managers and thousands of employees.

For Clara, that moment has arrived. The strategic direction is set, but the transformation now needs to move deeper into the organization. Before the next phase begins, she needs to understand how one corporate direction can become relevant to different audiences — without fragmenting the strategy itself.

The people dimension materially changes the odds: research shows while 80% of leaders believe their internal communications are clear and engaging, only 50% of the employees agree.

Meet Clara

Clara is one of the fictional archetypes in the AI Business Council, representing a Head of Corporate Communications at a Nordic commercial bank. Her challenge provides the starting point for this AIBC Lab sprint.

The question

How do we turn corporate strategy into a direction people can understand, connect with and act upon?

Identify the disconnect

Starting with Claras communication and banking  perspective, we use AI to broaden the view across the industry.  Strategic priorities, existing communication and employee perspectives are combined to identify potential breakdowns in understanding, relevance and ownership.

The Value Proposition Canvas is adapted beyond a traditional customer context: what are different groups trying to accomplish, what gets in their way, and what helps connect transformation to everyday reality?

Synchronize insights

Strategy · Organizational context · Employee needs · Barriers · Existing narrative · Transformation priorities

Simulate & stress-test

Leadership perspectives · Employee perspectives · Change response · Narrative relevance

Test different perspectives

One narrative is tested through different organizational and behavioral perspectives: executive, business-unit leader, people manager and employee.

DISC adds another lens: some people may respond to rapid change and ambition, while others need stability, evidence, detail or predictability. The objective is not four strategies, but one direction made more understandable and actionable.

Shape the activation

The learning becomes a stronger shared transformation narrative and activation architecture.

The strategic direction remains consistent while communication, evidence, emphasis and activation can adapt to different audiences.

Decide & activate

Shared narrative · Audience architecture · Communication principles · Activation roadmap

Potential sprint outcome

A transformation direction people can act upon, including a strengthened transformation narrative, a clear audience architecture, communication principles and an organizational activation roadmap.

More sprint challenges