Technology firm successfully identifies strategic options for growth
A South Asian IT security firm sought to prioritize its strategic decision-making to improve opportunities for regional and global growth. Should it, for example, seek to increase its capacity to serve new customers? Should it continue its current production line? Should it develop new production lines? How might future changes in security technology disrupt its business?
In order to prompt consideration of the firm’s long-term success, we worked together to reframe these questions holistically in the context of the firm’s broad strategic objectives. With that wider vision in mind, the firm’s leadership was able to generate multiple potential routes for achieving their desired outcomes. We also worked together to set up a course of independent research to keep abreast of technological developments of interest.
Both interventions created greater confidence in ultimately selecting a future path and in making decisions that would lead to greater growth and other strategic objectives.
– Deputy General Manager of Marketing & Global Business, UMV Technology, South Korea
Non-Profit Sector, Strategic Narrative Reboot
Founded in 1966, the World Future Society was the first global membership organization in the world for futurists and future-critical issues. By the early 2000s, the organization’s original business model based on volunteers and print publication was no longer viable.
As the CEO and President from 2014-2016, Amy re-conceived the organization as an ecosystem of futurist practitioners, decision-makers and the global public. All operations and processes were brought into alignment with this new strategic narrative. Strategic communications in various modalities engaged global stakeholders in the new vision.
The organization’s global visibility and reputation improved, total equity increased by 40% in the first year, and significant new funding and leadership were attracted within two years.
– Rick Smyre, President, Center for Communities of the Future
Communications Capacity Building for a National Government
Following the events of September 11, 2001, the United States Government realized it was failing to communicate effectively with the people of Muslim-majority countries. This insufficiency compromised America’s standing in the world and the effectiveness of its strategies and actions.
- Created original strategic narrative framework to provide communications guidance to policymakers and members of the military.
- Shared framework with hundreds of communications stakeholders through seminars, briefings and publications.
A generation of officers and soldiers gained an understanding of the role of narrative in cross-cultural communication. In their words, participants developed an “understanding of how to develop narratives,” and the seminars were especially valuable for “those that need to understand that not everyone hears or sees in the same way—and that the difference is vital.”
Amy’s Testimony on Winning Hearts and Minds in the Battle Against Terrorists Presented to U.S. Congress, July 2007
- Congressional Transcript
- Amy’s Prepared Testimony: Strategic Communications and the Battle of Ideas: Winning the Hearts and Minds in the Global War against Terrorists
Amy’s Testimony on Cross-Cultural Awareness in the U.S. Military presented to U.S. Congress, July 2008
– Richard Cespiva, National Defense University, 2011
Government Agency Rebuilds Internal Trust and
Advances Mission with Strong Communications Plan
A U.S. federal agency engaged in a significant change management process to manage a transforming work environment for both executive and administrative staff, had no structured means to communicate its intentions or garner positive behaviors that would advance positive change and, ultimately, the strategic mission.
Amy generated a comprehensive internal communications plan grounded in the diverse narratives of different internal stakeholders, for execution by a team of internal participants and external consultants.
The plan ensured a coherent, organic set of communications in different modalities would unfold in a timely manner, increasing efficiency and effectiveness of the overall plan.
The potential success of proposed organizational changes were amplified by promoting clear calls to action situated within the different concerns and objectives of the Agency’s stakeholders.
By communicating clearly, openly and persuasively about the reasons and goals related to change, the communications plan became part of the agency effort to build greater mutual trust and improve the working environment within the organization.