While the primary value in an X-Matrix comes from the conversations and collaborations that take place while populating it, at some point, there will be a need to communicate and socialise the content. I mentioned this in my post about Three Quick Tips for Better X-Matrix Communication. However, the most powerful way of communication is through strategic storytelling.
I often see the communication of strategy disconnected from the X-Matrix, even after one has been created. The X-Matrix is used as a separate artefact, which results in much of its power being lost. The X-Matrix can actually provide the core structure for strategic storytelling. In other words, it should be at the heart of the communication. That’s not to say that the X-Matrix needs to be presented as a document. Instead, the core elements and language used in any narrative should be consistent and recognisable with those in the X-Matrix.
There are two primary or basic ways to tell the strategic story with the X-Matrix.
Forwards
This approach to Strategic Storytelling starts with what we are doing now, and describes what we hope will happen as a result. The flow is:
- What are the current projects and initiatives we are prioritising? What investments are we making? i.e., the Tactics.
- Why have we chosen those Tactics? What critical challenges do we expect them to solve? i.e., the Strategies.
- How will we know whether the Strategies, and by extension the Tactics, are working? Are we solving our strategic challenges? i.e., the Evidence.
- Why is it important to solve those strategic challenges? What do we hope to achieve, and what direction do we want to progress in? i.e., the Aspirations and True North.
Thus, telling the story forward uses the TASTE framework “top-down”. Tactics – Strategies – Evidence – Aspirations – True North. A slight variation of this style is to swap Strategies and Evidence.
Backwards
The alternative approach to Strategic Storytelling is to start at the end of the story with what success will look like, and work back to how we will get there. This flow is:
- What direction do we want to progress in, and what do we hope to achieve? i.e., the True North and Aspirations.
- What critical challenges do we need to overcome to move forward? What is stopping us? i.e. the Strategies
- How will we know whether our Strategies are working? What will we see if we overcome those strategic challenges? i.e., the Evidence.
- What are we going to do to implement the Strategies and generate the Evidence? What are we prioritising and investing in? i.e. the Tactics
Thus, telling the story backward uses the TASTE framework “bottom-up”. True North – Aspirations – Strategies – Evidence – Tactics.
And More
These are just two simple approaches. TASTE is a framework to help understand (and visualise) the relationships and coherence between different elements. Those elements can be used in any order. It’s not a linear process. So you could start at the end with True North and Aspirations, jump to the beginning with Tactics, and then join them together with Strategies and Evidence. Or start with the Strategies if you want to set the scene with the present context and critical challenges.
Thus, the X-Matrix isn’t an add-on to illustrate your strategic story; it’s the core structure behind your strategic storytelling. The A3 format and the order in which you tell the story are less important. What will resonate is making the different elements of TASTE clear, along with the relationships between them.