1. Challenge: Describe your challenge, including all relevant information.

The board of directors of a non-for-profit, member-based, business-advocacy organization has initiated a process  of strategic renewal and transformation.  While the organization has a century-long history in the community, its  relevancy, influence, and sponsorship revenue have waned of late.  In addition, the local economy has experienced  a significant and sustained downturn.  Lastly, the implications, uncertainty, and constant change brought about by  the COVID-19 Pandemic have given the board impetus for pause and the justification to make a leadership change.       I am crafting a proposal to develop a strategy for transformation that will be presented to the board of directors.   As such, I have completed a SWOT assessment to ground and better inform my recommendations.

2. Selection: In your own words, briefly describe the tool you selected (e.g., what it is and why you selected it for your

challenge -- including any appropriate video lecture references).    I chose the Storytelling Tool because I was enlightened by the description of the concept proposed in the course.   At the outset, I was struck by the comment – “Every great product, every great service, every great institution has a  story behind it.”      In my view, this organization has lost its “great story.”  In fact, one of the key findings of the SWOT Assessment was  the lack of relevancy and influence the organization has in the business community - in contrast to its historical  significance.  Interviewees had a challenging time describing the current purpose or value of the organization.      In part, the local economy has been in a downturn, is diversifying and transforming, and the world is changing at a  rapid and unpredictable pace.  It would not be out of the question to assume that these factors have impacted the  lack of relevancy for the organization and/or its challenge to redefine its value proposition.  However, this is only  half the story.    The following set of comments provided in the course informed my transition from introduction into the body of  the presentation.

o  “They build suspense, and they reduce that suspense by answering this, the questions.  Or questions that  remain unanswered, that build suspense, that build intrigue, and that have someone sitting on the edge of  their seat.  You listen to a great storyteller, there's a clear sequence of events that moves the story from the  beginning to an end.”

o  “If you can present those tensions, you create a place where people want to get involved because they want to  have that debate and that conversation.  You have to get them in the frame of mind that they want to take this  on and make this challenge a cause that they can invest in.  In this story the figure of the story, the main  character, is the big, wicked problem facing the organization.”

The tensions for the organization are two-fold.  First, there is an overarching, macro-economic challenge, and  rapidly changing environment to contend with.  While that certainly appears to be the main character or the big  problem facing the organization, the core challenge or desire in my view is to regain the organization’s position of  influence and significance.     Specifically, there is a need for a collective force of leaders and new culture within the organization rather than the  preceding style of one strong leader, with support staff.  Secondly, relevancy will improve with advocacy efforts  that are grounded and informed on data and better stakeholder engagement.  Third, a significant upgrade in  communication acumen is required, including the definition of a crystal-clear point of differentiation supported by  the delivery of a strong story and narrative though multiple channels.  As well, there is a demonstrable need to  restore and rebuild key relationships within the business community.  And lastly, there is a clear requirement to  uncover a new value proposition through a path that leverages digital technology and utilizes a robust process of

design thinking to uncover and create new and curated solutions that are meaningful and relevant to the business  community in 2021.  If this transformation can be accomplished, the board of directors can steward the organization back to a position  of relevancy, influence, and prestige within the community; a position they clearly covet.      At this point of the story, I also found this comment in the course to be useful: “And so some things that you need  to do typical in that type of story, is first you have to sell the challenge.  There are big powerful questions sitting in  front of this leader to think about. A cause is something that ignites people and unites people.  Storytelling is the  difference between solving a problem and creating a cause.  It has emotional connection, and it also has larger  purpose.”

3. Application: Describe how you applied the tool you selected to your challenge (e.g., what you did and how the tool

was applied effectively or ineffectively).    I applied the Story Telling tool to my presentation.  In doing so, I was able to completely restructure the flow, the  narrative and key points in to a more effective and inspirational presentation.

4. Insight: Describe the insight you gained from applying the tool you selected to your challenge (e.g., how an insight

affected your thinking about the challenge and about design thinking more broadly).    Using Story Telling in this project allowed me to view various aspects of the strategy in a different and useful light. I  was able to identify the character, the core challenge, elements of suspense and a logical and sequential flow.   Ultimately, the following comment in the course gave me the confidence to utilize the Story Telling tool for my  presentation.  “It gives strategy color, and life in character and plot.  And when we talk about design thinking,  when we talk about, what type of story is most appropriate.  When you're trying to drive transformation.”    Lastly, learning to utilize the concept of Design Thinking has given me the confidence to tackle complex challenges,  the pursuit of customer solutions and above all the drive for value in a methodical yet flexible manner. The  description of the Design Thinking journey can be a powerful tool in of itself.  In essence, there is a definitive story  in the process. The communication of which is vital, to investors, bosses, team members and/or customers.

5. Approach: Describe what you might do differently next time -- applying the same tool you selected or a different

one -- and the reason(s) why.    In the future, I will start a presentation of strategy with a Story Telling outline in mind.  I think its an excellent  starting point and guide to building more powerful and impactful communication mediums.


1 . Challenge : Describe your challenge , including all relevant information . The board of directors of a non - for - profit , member - based , business - advocacy organization has initiated a process of strategic renewal and transformation . While the organization has a century - long history in the community , its relevancy , influence , and sponsorship revenue have waned of late . In addition , the local economy has experienced a significant and sustained downturn . Lastly , the implications , uncertainty , and constant change brought about by the COVID-19 Pandemic have given the board impetus for pause and the justification to make a leadership change . I am crafting a proposal to develop a strategy for transformation that will be presented to the board of directors . As such , I have completed a SWOT assessment to ground and better inform my recommendations . 2 . Selection : In your own words , briefly describe the tool you selected ( e.g. , what it is and why you selected it for your challenge -- including any appropriate video lecture references ) . I chose the Storytelling Tool because I was enlightened by the description of the concept proposed in the course . At the outset , I was struck by the comment – “ Every great product , every great service , every great institution has a story behind it . ” In my view , this organization has lost its “ great story . ” In fact , one of the key findings of the SWOT Assessment was the lack of relevancy and influence the organization has in the business community - in contrast to its historical significance . Interviewees had a challenging time describing the current purpose or value of the organization . In part , the local economy has been in a downturn , is diversifying and transforming , and the world is changing at a rapid and unpredictable pace . It would not be out of the question to assume that these factors have impacted the lack of relevancy for the organization and/or its challenge to redefine its value proposition . However , this is only half the story . The following set of comments provided in the course informed my transition from introduction into the body of the presentation . o “ They build suspense , and they reduce that suspense by answering this , the questions . Or questions that remain unanswered , that build suspense , that build intrigue , and that have someone sitting on the edge of their seat . You listen to a great storyteller , there 's a clear sequence of events that moves the story from the beginning to an end . ” o “ If you can present those tensions , you create a place where people want to get involved because they want to have that debate and that conversation . You have to get them in the frame of mind that they want to take this on and make this challenge a cause that they can invest in . In this story the figure of the story , the main character , is the big , wicked problem facing the organization . ” The tensions for the organization are two - fold . First , there is an overarching , macro - economic challenge , and rapidly changing environment to contend with . While that certainly appears to be the main character or the big problem facing the organization , the core challenge or desire in my view is to regain the organization ’s position of influence and significance . Specifically , there is a need for a collective force of leaders and new culture within the organization rather than the preceding style of one strong leader , with support staff . Secondly , relevancy will improve with advocacy efforts that are grounded and informed on data and better stakeholder engagement . Third , a significant upgrade in communication acumen is required , including the definition of a crystal - clear point of differentiation supported by the delivery of a strong story and narrative though multiple channels . As well , there is a demonstrable need to restore and rebuild key relationships within the business community . And lastly , there is a clear requirement to uncover a new value proposition through a path that leverages digital technology and utilizes a robust process of design thinking to uncover and create new and curated solutions that are meaningful and relevant to the business community in 2021 . If this transformation can be accomplished , the board of directors can steward the organization back to a position of relevancy , influence , and prestige within the community ; a position they clearly covet . At this point of the story , I also found this comment in the course to be useful : “ And so some things that you need to do typical in that type of story , is first you have to sell the challenge . There are big powerful questions sitting in front of this leader to think about . A cause is something that ignites people and unites people . Storytelling is the difference between solving a problem and creating a cause . It has emotional connection , and it also has larger purpose . ” 3 . Application : Describe how you applied the tool you selected to your challenge ( e.g. , what you did and how the tool was applied effectively or ineffectively ) . I applied the Story Telling tool to my presentation . In doing so , I was able to completely restructure the flow , the narrative and key points in to a more effective and inspirational presentation . 4 . Insight : Describe the insight you gained from applying the tool you selected to your challenge ( e.g. , how an insight affected your thinking about the challenge and about design thinking more broadly ) . Using Story Telling in this project allowed me to view various aspects of the strategy in a different and useful light . I was able to identify the character , the core challenge , elements of suspense and a logical and sequential flow . Ultimately , the following comment in the course gave me the confidence to utilize the Story Telling tool for my presentation . “ It gives strategy color , and life in character and plot . And when we talk about design thinking , when we talk about , what type of story is most appropriate . When you 're trying to drive transformation . ” Lastly , learning to utilize the concept of Design Thinking has given me the confidence to tackle complex challenges , the pursuit of customer solutions and above all the drive for value in a methodical yet flexible manner . The description of the Design Thinking journey can be a powerful tool in of itself . In essence , there is a definitive story in the process . The communication of which is vital , to investors , bosses , team members and/or customers . 5 . Approach : Describe what you might do differently next time -- applying the same tool you selected or a different one -- and the reason(s ) why . In the future , I will start a presentation of strategy with a Story Telling outline in mind . I think its an excellent starting point and guide to building more powerful and impactful communication mediums .