Many leaders believe that once a directive is given, the job of communicating to the organization is complete. When the results do not match what was anticipated, a natural response is to add more specificity to the directive and tighten controls. Unfortunately, this response is often counterproductive – slowing down and underutilizing the intelligence of teams while simultaneously creating the conditions for poor Executive decision-making and burn-out. The problem intensifies as organizations become larger and more dynamic. Luckily, there is a solution to this dilemma through practices honed by military organizations. This presentation outlines the steps for achieving alignment and what should go into an effective strategic directive. The highly recommended source for this material is Stephen Bungay’s The Art of Action: How Leaders Close the Gap Between Plans, Actions and Results.

1. Closing the Executive
Communications Gap
Pat Scherer
pat@thedetailperson.com

2. Reference

3. The Gaps
Plans
ActionsOutcomes
Knowledge
Effect
Alignment

4. When Things Go Wrong
Plans
ActionsOutcomes
More detailed
information
Add Controls
More detailed
instructions
Complexity
Overhead
Lost situational
awareness
Bottlenecks
Disengagement
Difficulty
scaling
S-L-O-W
Impaired
Decision-making
Difficulty
adapting

5. A Better Way to Close the Gaps
Plans
ActionsOutcomes
Limit direction to
intent &
constraints 
Strategy Briefing
Give teams the
freedom to adjust
their actions in line
with intent
Allow teams to
define how they will
achieve the intent 
Back-brief

6. Context: What is the situation?
Higher intent: How do our actions fit in with the whole?
My intent: What are we trying to achieve and why?
What:
In order to:
Why:
Measures:
Implied Tasks: Tasks, who is responsible and timing
Boundaries: Freedoms and constraints
The Strategy Briefing

7. Directive from von Molke to his Commanders, Buzancy, 30th August 1870, 11 p.m.
[?] Although up to the present we have received no news about the positions of the
individual corps after the day’s actions, it is clear that the enemy is pulling back or in
retreat.
[?] The advance is therefore to be resumed tomorrow at the earliest opportunity, and the
enemy energetically engaged wherever he tries to make a stand on this side of the Meuse,
and forced into the narrowest possible space between this river and the Belgian frontier.
[?] The Army contingent of His Royal Highness the Crown Prince of Saxony has the
specific task of preventing the left flank of the enemy from retiring to the east.
[?] In this regard it would be advisable if at all possible for two corps to press forward on
the right bank of the Meuse, and if any attempt should be made to take up a position
opposite Mouzon, to attack it in the flank and rear.
[?] Similarly, the Third Army should turn against the enemy’s front and right flank. As much
artillery as possible should be set up on this side of the river [?] in such a way that it can
disrupt marching or resting enemy columns in the valley on the right bank below Mouzon.
[?] If the enemy should cross into Belgian territory without being immediately disarmed (by
Belgian troops), he is to be pursued without delay.
[?] His Majesty the King will be moving to Sommauthe at 8 a.m. Instructions issued by
Army Headquarters are to be sent here by that time.
(signed) von Moltke
Strategy Briefing Example

8. Directive from von Molke to his Commanders, Buzancy, 30th August 1870, 11 p.m.
[context] Although up to the present we have received no news about the positions of the
individual corps after the day’s actions, it is clear that the enemy is pulling back or in
retreat.
[intent] The advance is therefore to be resumed tomorrow at the earliest opportunity, and
the enemy energetically engaged wherever he tries to make a stand on this side of the
Meuse, and forced into the narrowest possible space between this river and the Belgian
frontier.
[main task] The Army contingent of His Royal Highness the Crown Prince of Saxony has
the specific task of preventing the left flank of the enemy from retiring to the east.
[task contingency] In this regard it would be advisable if at all possible for two corps to
press forward on the right bank of the Meuse, and if any attempt should be made to take
up a position opposite Mouzon, to attack it in the flank and rear.
[task] Similarly, the Third Army should turn against the enemy’s front and right flank. As
much artillery as possible should be set up on this side of the river [intent] in such a way
that it can disrupt marching or resting enemy columns in the valley on the right bank below
Mouzon.
[task contingency] If the enemy should cross into Belgian territory without being
immediately disarmed (by Belgian troops), he is to be pursued without delay.
[Instructions for backbrief] His Majesty the King will be moving to Sommauthe at 8 a.m.
Instructions issued by Army Headquarters are to be sent here by that time.
(signed) von Moltke
Strategy Briefing Example

9. Context: What is the situation?
Higher intent: How do our actions fit in with the whole?
My intent: What are we trying to achieve and why?
What:
In order to:
Why:
Measures:
Implied Tasks: Tasks, who is responsible and timing
Boundaries: Freedoms and constraints
Strategy Briefing Exercise

10. Provides an opportunity for alignment across the
organization…checking overlap, gaps and coherence.
Each level responds to the directive from above:
 Clarify (check understanding and make corrections)
 Report results
Has the situation changed?
 No – the Plan is valid.
 Yes – what we are trying to achieve is still valid but we need
to change some tasks.
 Yes – and we need to change what we are trying to achieve.
Back-briefing

11. Cultural Transition
Plans
ActionsOutcomes
Limit direction to
intent &
constraints 
Strategy Briefing
Give teams the
freedom to adjust
their actions in line
with intent
Allow teams to
define how they will
achieve the intent 
Back-brief
AdaptiveSituational
awareness
Promotes
ownership
Scalable
Utilizes team
intelligence
Opportunistic
Responsive