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Communication & influence · Simplifying the complex

You're briefing the client's frontline managers — the people who have to execute the operating-model redesign — and they don't care about the strategy logic, they care what changes on Monday. How do you translate a complex reorg into something they'll actually run with?

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I throw out the strategy deck entirely — the boxes-and-arrows chart that sold the exec committee is exactly what loses this room.…

The full answer: structure, worked example, likely follow-up.

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