Strategy can be time-consuming and complicated. It requires research, analysis, thinking. It means working with other people, some of whom may have different views to our own. 

Meanwhile, the business needs to go on. So many things to do. So little time.

So we put off ‘doing strategy’ yet another day. Then something happens which draws us to it. 

Many years ago, I worked selling advertising. It required a thorough understanding of the customer’s business through questioning and discussion. I found that doing this in-depth ‘need find’ as we called it, was a strength. Within the hour which we had allocated, the customer had found that they had managed to switch off from the day to day operations. For the first time in a long time, they were able to think about strategy. It led to some long-lasting customer relationships and some very productive advertising campaigns.

In that situation, discussing strategy was a means to an end for both of us. I didn’t request the appointment on the promise of discussing strategy. What the customer wanted were sales leads that they could convert into business. To get the right quality of sales leads, I needed to design advertising that was aligned with and worked with the customer’s strategy.

A strategy is and always will be a means to an end. We don’t spend time thinking about strategy for fun but as a response to challenges that we face.

Strategy, therefore, should be at the very top of our priorities.

Unfortunately, we may have very negative feelings about strategy. 

• We may not have any strategies
• We may suspect that they are not working
• Perhaps there has been some resistance to them
• Maybe we were given a hard time justifying our performance and plan at an executive meeting
• Perhaps we neither understand ‘strategy’ or how to communicate strategy

As with anything in life that we fear, we must find a way of overcoming those negative feelings if we are to improve our situation.

To change our mindset to a more positive one, we need to work on our understanding of both strategy and communicating our strategy. 

Once we develop this understanding, we find that rather than avoiding thinking, talking, writing, and visualizing our strategy; instead, we seek out opportunities to do so.

They can ‘talk about the numbers’ within a planned and dedicated performance section of an interview or presentation.

They can also refer to relevant data spontaneously and by memory when needing to answer questions.

When we are communicating strategy, we need to be able to explain our thinking and justify our choices. Data provides that evidence.

The ability to remember the data for use under pressure isn’t about learning the facts like learning our maths and science tables at school. It’s about understanding the relationship between the numbers and the strategy. For this reason, the data we use to measure strategies may be different from the information we use to measure business operations.

When we measure our strategies correctly, our ‘numbers’ become valuable insight as to the success or otherwise of our approach.

Competitor analysis is where you want to analyze your competitors at a business or corporate level — for example; you might be comparing the level of innovation at Adidas and Nike. 

Competitive analysis is where you analyze your competition at a product level — for example; you might be drilling down into comparing the functionality of the shoes.

Understanding what we are dealing with is essential when developing a strategy. We have to be prepared to do the necessary research. 

When communicating strategy, we need to avoid over-complication. So, rather than talk about ‘competition’ as one big subject, we need to be able to break it down into much smaller pieces depending on our audience. Creating separate competitor and competitive strategies can, therefore, help us enormously.

If that is what is going through your mind, try it.

Pick any strategy you are either currently running or planning.

Just talk about it.

(To start with, perhaps do so in private rather than with an audience).

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Then review it.

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How did that go?

Did you find it easy?

Was it clear and concise?

If others had heard it, would they have been inspired?

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If everything went perfectly, congratulations! 

However, if you ‘just winged it,’ without any preparation, you probably found it a very uncomfortable experience.

Even with preparation, there is still a lot more to it than many people think.

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To communicate strategy well, to an influential audience, you need to focus on two things:

1. Firstly you need to have the right strategy. 
2. Secondly, you need to have thought, prepared, and rehearsed for how you are going to communicate it.

Communicating strategy well requires a process and takes preparation and practice. 

Some people appear ultra-confident, but often, that confidence is just a projection. In the business world, we all adjust—sometimes subtly, sometimes drastically—to fit into workplace expectations. However, straying too far from our authentic selves can be risky. When there’s a disconnect between who we are and the culture we work in, discomfort follows. At that point, we have two options: either “act the part” (which becomes exhausting over time) or seek an environment where we truly fit.

Ideally, we should minimize the need to “perform” at work. Authenticity matters—people can see through forced confidence, and when communicating strategy, that’s the last thing we want.

Instead of mimicking someone who “always looks confident,” focus on the real source of confidence: competence. Mastering your role and refining your skills naturally breeds self-assurance.

When it comes to communicating strategy effectively, two key elements matter:
1️⃣ Strong communication skills
2️⃣ Deep understanding of the strategy itself

Fear of failure holds many back. Shift your mindset—replace fear with a genuine desire to engage with your stakeholders in a meaningful way. Effective strategy communication isn’t about acting confident; it’s about truly knowing your subject and connecting with others authentically.

Presenting strategy requires excellence in two distinct but interconnected areas: presentation skills and strategic understanding. While this may seem obvious, many professionals fail to develop both skill sets, leading to ineffective communication at company events. The result? A lackluster delivery that can undermine your efforts to implement strategy and drive change.

The good news is that this challenge has a solution. To excel at presenting strategy, you must cultivate a deep passion for both compelling communication and comprehensive strategic knowledge. Without this drive, making a meaningful impact when it matters most becomes nearly impossible. What fuels that motivation will differ from person to person—some are driven by ambition, others by the fear of failure, and some by an insatiable thirst for knowledge. Regardless of the reason, one truth remains: mastery requires commitment, effort, and practice.

Think of it like enrolling in a college course. You sign up because you have a goal—whether it’s earning a qualification, advancing your career, or acquiring new knowledge. You understand that it will demand time and effort, but you’re willing to make that sacrifice because, ultimately, you’re investing in a better, more rewarding future.

The same applies to mastering strategy presentations. By honing your skills and deepening your understanding, you’re not just improving your own future—you’re shaping the success of your organization and the people you lead.

The Fundamental Question

One of the most exciting and fundamental conversations businesses can have is asking, “What business are we in?” For some, the answer seems obvious, making the question feel unnecessary. But if you take a closer look, especially as your business evolves, the insights can be surprising.

Our Journey: From Digital Marketing to Strategy

Hargreaves Marketing was founded during the 2012 recession with a clear mission: to help small businesses transition from traditional to digital marketing. Over time, our work expanded, bringing us into larger organizations and more diverse projects. As a result, we gradually phased out digital marketing and shifted our focus toward consultancy, project management, and training.

The Challenge of Project Success

Anyone who has managed projects knows that success varies. Some projects thrive, while others encounter unexpected challenges. To navigate this, we recognized the need for a deeper understanding of strategy—why some initiatives worked seamlessly while others struggled.

The Importance of Communicating Strategy

A common thread in all our projects—especially those involving change management—was the critical need to communicate strategy effectively. Surprisingly, many companies struggle with this. Strategy communication doesn’t happen automatically, and in many organizations, it doesn’t happen at all. This gap intrigued us, leading to a pivotal decision: to focus entirely on helping businesses communicate strategy well.

Redefining Our Business

Beyond Traditional Consulting

So, back to our original question—what business are we in? We still identify as a consultancy, but our approach goes beyond traditional consulting. Strategy is complex, and simply discussing it isn’t enough. It requires action. Learning strategy happens by doing. That’s why our value proposition is centered on ‘doing’—practicing strategy together with our clients. We enable businesses to think strategically, take action, and clearly articulate their strategies both verbally and in writing. After all, if you can communicate your strategy with clarity and confidence, you truly understand it.

A Hybrid Model

The best way to describe our business? We are a hybrid. Like automobile manufacturers who produce hybrid cars using both petrol and electricity, Hargreaves Marketing Ltd operates as both a consultancy and a training business. Our purpose is to empower clients to communicate their strategies effectively.

Final Thoughts

Clarity is essential—not just in strategy but in communication as well.

So, here’s something to consider: What business are you really in?