Filling the Strategy Gap

Most of us have seen them, 200-page “strategy” decks crammed with value chains, diagrams, and jargon, but offering little real direction. You finish reading, scratch your head, and think: Is it me, or is there no actual strategy here?

The truth is, phases without a clear organizational strategy are common. Leadership transitions, restructures, or shifting priorities can leave the ship without a compass. As the communications lead, your role is not to panic, it’s to help steer, even in the fog.

I once advised an organization where the strategy was more theater than roadmap. After wading through years of PowerPoints, I realized there was no real “there” there. So, I built a communications strategy anchored in the verbal direction I had received from the CEO and leadership team, creating clarity for my division, even if the organization was not fully aligned.

It was a calculated risk, but it paid off. Your team needs structure, purpose, and measurable goals even if the larger organizational picture is still forming.

How to lead through a strategy void:

Build Your Own Strategy. Don’t wait for perfect alignment. Create a communications strategy that reflects the direction you do know, drawing from leadership conversations, organizational priorities, and your own analysis.

Involve Leadership Early. Meet with leaders individually and as a group to pressure-test your approach. This ensures buy-in and avoids surprises later.

Make the Goals Visible and Repeated. Communicate your division’s objectives often to your team, to leadership, and across departments. Repetition builds clarity and trust.

Periods without a clear strategy do not have to mean chaos. With a steady hand and a clear plan for your own function, you can help the organization move forward. And sometimes, that clarity becomes the foundation for the strategy everyone else was waiting for.