The story that I knew very, very well, they told me, hey, we had our strategy kickoff recently and then we were all super excited.

The sales teams were pumped. The marketing team was excited about the new messaging. The strategy team was so proud of their work, and the CEO was really convinced that now with this new strategy. We're going to see results really, really quick, but. What actually happened was that almost nothing happened. They forgot about that new strategy very, very quickly. And the main reason that happened was that they didn't translate that strategy into something that was meaningful and really important for those teams. And what is meaningful for the teams. It is their priorities on the. The shorter term and that needs to be translated into their okr's something that's really, really. French. Well and then you need to translate it into well, metrics that matter.

If your strategy is new, but you still measure the old stuff, then you're still going to get the old results because most often that's the danger of new strategies. Most often strategies have some kind of. Cannibalization effect and so that means your revenue numbers sometimes even going down your usage numbers are going down, your churn numbers might even go up because a real strategy shift very often means that now you're shifting. Towards a new segment, a new market, you can't really AB test because the AB test will always look horrible.

So you have to be really, really convinced and then you have to translate that into something meaningful for every piece of the organization. And then you have to start iterating this all the time. And I think that's something. Many leaders forget.

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