Corporate Strategy Alignment

Everyone loves to talk about the strategy behind M&A deals. But the thing I’ve learned watching FMCG leaders up close? Deals don’t fail because of bad strategy. They fail because of people. It’s never the financial model that breaks first — it’s leadership misalignment. I see it happen all the time in FMCG — especially in Private Equity backed environments. The model looks perfect on paper: → Acquire a few fast-growing brands → Roll them into a global portfolio → Drive efficiencies, cost synergies, market expansion But then the integration starts — and suddenly things look very different. Because what the spreadsheet doesn’t tell you is: → The founder isn’t used to quarterly board meetings with EBITDA pressure → The CMO is still running a startup playbook in a scaled organization → The CEO doesn’t align with the go-to-market model in a new geography → The commercial leaders can’t navigate two different company cultures merging overnight And this happens more than most will admit. In fact — Bain & Company data shows 70% of M&A deals underperform expectations. And culture is one of the top 3 reasons. In the FMCG space — where brands carry legacy pride and deeply embedded ways of working — leadership integration is no longer “important.” It’s non-negotiable. Great M&A outcomes today don’t just come from smart strategy. They come from: → Leadership teams that trust each other faster than the market moves → Leaders who can flex between entrepreneurial scrappiness and corporate discipline → People who know when to protect brand identity — and when to evolve it And here’s what I tell my clients: If leadership alignment is not your #1 risk mitigation strategy in M&A — you’re not just betting on growth. You’re betting on luck. The smartest investors I work with in FMCG? They’ve learned this the hard way. They’re doing culture diligence as seriously as financial diligence. They’re assessing leadership “integration readiness” before the deal closes. They’re hiring talent not just for operational excellence — but for the ability to navigate ambiguity, pressure, and transformation. Because the future of FMCG M&A won’t be won by the best strategy. It will be won by the best people. Drop me a message — I’m always up for a conversation on building high performing teams. #FMCG #ExecutiveSearch #PrivateEquity #MergersAndAcquisitions #Leadership #CultureIntegration #ConsumerGoods #HiringStrategy

We've spent years pushing for the concept of "better together", advocating for the importance of alignment across sales, product, and success. However, it's time to stop talking about "better together"; we all understand and get it. Let's do, "Together. Better." Especially today, when speed is essential and demanded in everything we do. Speed is seductive. It feels like progress. It looks like momentum. But without alignment, speed just creates motion sickness (OK, so maybe I'm still recovering from thinking about altitude sickness after a week in Peru). You get busy teams chasing goals that are aligned at the 30,000-foot level, but aren't aligned in where the work actually happens. There are unspoken and competing agendas. And fleeting and shallow wins that celebrate individual victories but not company wins. In the end, we're all left with mounting frustration that no one can quite name, but everyone feels. This is one of the hardest balancing acts in leadership: How do we move fast without breaking trust, clarity, or direction? How do we actually do "together, better?" The answer is not to slow down. It is to align more intentionally. More often. And more visibly. Alignment is not a kickoff slide or a mission statement. It is a discipline. A muscle. A shared drumbeat that keeps people running together, not just running. Because without alignment, speed scales confusion. With alignment, speed scales outcomes. My thoughts on three ways to lead with both speed and alignment: 🔹 Communicate decisions out loud. Assume nothing. Clarity compounds when leaders speak directly and often about what is changing and why. I've lost track of the number of times I thought something was communicated clearly, but realized I had been working on a concept for months and had only communicated it to the team for a few days. 🔹 Cascade purpose, not just tasks. When people understand the “why,” they can act faster and smarter without waiting for permission. Prioritize perspective over permission, which means sharing openly, broadly, and consistently enough context to create the perspective that lets people closest to the work make confident, bold, and faster decisions. 🔹 Check for drift. Build in rhythm to realign. Fast-moving teams need regular calibration. Without it, small gaps become big ones. At DISQO, our cross-departmental, recurring meetings are focused on ensuring continued alignment and providing colleagues with the opportunity to understand changes and collaborate on solving gaps together. Are you ready for "Together. Better?" #CreateTheFuture #LeadershipInAction #StrategicAlignment #HighVelocityTeams #LeadWithClarity #ExecutionExcellence #FutureOfLeadership #TeamPerformance #GTMLeadership #CultureOfExecution #ScaleWithPurpose #CustomerSuccessLeadership

Driving Your Company’s AI Strategy and Execution from the GCC: OKRs for Success AI is not about technology—it’s about driving your company’s strategic goals and delivering measurable business outcomes. A well-designed AI Center of Excellence (CoE) at your GCC can become the cornerstone of your AI strategy and execution, provided it is guided by clear objectives and key results (OKRs). Here’s a framework to align your GCC’s AI CoE with your company’s vision: 1. Objective: Build a Strategic AI Team • Key Result: Hire and onboard N experts by Q2, blending technical and business expertise to align with company priorities. 2. Objective: Ensure Business Integration • Key Result: Conduct workshops with stakeholders to uncover customer pain points and key company processes, completing 5+ sessions by Q3. 3. Objective: Deliver Business Value Through AI • Key Result: Execute 3 pilot projects that drive measurable impact, such as reducing costs by 10% or improving efficiency by 15%, within the first 12 months. 4. Objective: Build Scalable Expertise • Key Result: Launch an upskilling program to ensure 80% of the team is certified in business-critical AI applications by Q4. 5. Objective: Align AI with Corporate Strategy • Key Result: Establish a governance model to ensure all AI initiatives tie back to broader company goals by Q2. An AI CoE designed with these OKRs in mind ensures that your GCC doesn’t just execute AI initiatives—it drives your company’s strategic transformation. Zinnov Rohit Nair Dipanwita Ghosh Mohammed Faraz Khan Amita Goyal Karthik Padmanabhan Hani Mukhey Sagar Kulkarni Saurabh Mehta Komal Shah ieswariya k Namita Adavi

You don’t lead strategy by presenting slides. You lead it by making it real. In conversations, decisions, priorities, and actions. If presenting the strategy were enough, execution efforts wouldn’t fail so often. Because if your team doesn’t understand and internalize your strategy with a shared understanding they won’t be able to execute it. I see this happen too often. Here are 5 practices that show what it really takes to lead beyond the slide deck: 1. 🗣️ Alignment is about the conversation, not a presentation. Strategy comes alive when people talk about it, connect it to their role and get clear about what it means for their daily decisions. As a leader, your job is to create the form and forum-where people can ask, “What does this mean for me?” and “How do I connect this in my role?” 2. 🎯 Align every meeting to the strategy. Every meeting you attend should tie directly to advancing your strategy. Stretching to make the connection? Maybe you shouldn’t be in that meeting. Or maybe the meeting shouldn’t be happening at all. As David Packard, co-founder of Hewlett-Packard once said, “More companies die of indigestion than starvation.” Strategy requires focus. 3. 🛑 Ruthlessly cut or minimize non-strategic work. This one’s personally hard. Smart, creative people are great at justifying why their project or idea is critical to the company success. But clever doesn’t  equal strategic. Pet projects, zombie initiatives, legacy efforts? If it doesn’t clearly move the strategy forward, cut it. Edinger’s rule: 5 (±2). Big initiatives. That’s your strategic load limit. Focus your resources on advancing the efforts that make the greatest impact. 4. 🗓️ Do a weekly strategy audit for your calendar. Tom Peters said it best: “The calendar never lies.” Look at how you actually spent your time this week. Was the majority of your focused attention on moving strategic priorities forward? Or did you spend too much energy and time on tactical or less valuable activities? Be honest. Where does your time go? Evaluate and adjust. 5. 🤝 Contact one prospect or customer each day. Some may want to start with one per week. No matter your role, stay close to the market. Strategy is useless if you can’t connect it to your prospects and customers. One of the most strategic leaders I ever worked with, Bob Dutkowsky started nearly every day with a customer call. During his time as a CEO of Tech Data, the business grew from $20B to $37B. Pro tip: Don’t just talk to customers who already like you, make sure you engage with prospects who have made the choice to work with competitors. Even one conversation per week can surface insights no dashboard will. Which of these 5 shifts will you focus on this month? Drop your pick in the comments or share how you’re already putting it into practice. 👇 #LIPostingDayJune #TheGrowthLeader #Leadership #StrategyExecution

You can’t hack your way to trust. And you can’t innovate in chaos. This post is a follow-up to yesterday's article because organizations must understand that you can't talk about one of the nodes in the triad without talking about the other two. Push one too hard, and the whole system grinds to a halt. But when they’re aligned? That’s when the magic really happens. 𝗔𝗜 𝗳𝘂𝗲𝗹𝘀 𝘀𝗺𝗮𝗿𝘁𝗲𝗿 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀—𝗯𝘂𝘁 𝗶𝘁’𝘀 𝗼𝗻𝗹𝘆 𝗮𝘀 𝗴𝗼𝗼𝗱 𝗮𝘀 𝘁𝗵𝗲 𝗱𝗮𝘁𝗮 𝗶𝘁’𝘀 𝗳𝗲𝗱. AI thrives on clean, accessible data, but your cybersecurity and data governance aren’t airtight, you’re feeding your AI poisoned inputs—or worse, leaking critical outputs. Data poisoning or model inference attacks FTW. 𝗖𝘆𝗯𝗲𝗿𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗶𝘀𝗻’𝘁 𝗮 𝗯𝗮𝗿𝗿𝗶𝗲𝗿—𝗶𝘁’𝘀 𝗮𝗻 𝗲𝗻𝗮𝗯𝗹𝗲𝗿. Too many people treat cybersecurity as the brakes on innovation. But think of it as the seatbelt on your AI-powered sports car. You wouldn’t drive at 200 mph without protection, right? Strong security frameworks aren’t just about protecting data; they’re about enabling trust—the foundation of any digital business. 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗲𝗻𝗮𝗯𝗹𝗲𝗺𝗲𝗻𝘁 𝗶𝘀 𝘁𝗵𝗲 𝗴𝗹𝘂𝗲. All the AI innovation and cybersecurity in the world means nothing if it doesn’t deliver measurable business results. Enablement is where the rubber meets the road—turning insights into outcomes, trust into transactions, and resilience into revenue. The challenge? These gears don’t always mesh smoothly. 𝗛𝗲𝗿𝗲’𝘀 𝗵𝗼𝘄 𝘁𝗼 𝗴𝗲𝘁 𝘁𝗵𝗲𝗺 𝘀𝗽𝗶𝗻𝗻𝗶𝗻𝗴 𝗶𝗻 𝘀𝘆𝗻𝗰: 1. Start with strategy: Define clear business outcomes and reverse-engineer the role of AI and cybersecurity. 2. Break the silos: Your AI and cybersecurity teams can’t operate in isolation. Collaboration isn’t optional; it’s essential. 3. Measure what matters: Align your KPIs across these three domains. You can’t manage what you don’t measure. When done right, this alignment creates a feedback loop: AI insights strengthen business enablement, cybersecurity safeguards them, and the results fuel more innovation. That’s the flywheel. Are your AI, cybersecurity, and business enablement efforts stuck in silos—or are they part of a single, unified strategy? Let’s discuss. #AIstrategy #Cybersecurity #BusinessEnablement #DigitalTransformation

A leadership team I worked with had just wrapped a major strategy retreat. Values were refreshed. Vision was clear. Energy was high. But six weeks later? Alignment had faded. Mid-level managers were overextended. Stress was spiking. Not because the strategy was wrong, but because the team hadn’t committed to the rhythms that would sustain the change. You can’t lead on clarity and operate on chaos. Culture doesn’t stick without rhythm. When we stepped back in, we settled into the Design & Walk phase. The team didn’t need more content. They needed structure. We established new rhythms: -Biweekly leadership huddles focused on decision-making and alignment instead of updates (moving eyes forward). Reshaped 1:1s built around both results and relational feedback (focused on connection and alignment) -Quarterly reset sessions tying strategy to lived experience across teams What changed? (checking for alignment in strategy and culture) Impact? -Decision speed increased -Team energy stabilized -Managers felt more supported -Turnover dropped in key departments They didn’t just need vision. They needed clear support structures to live it out—together. Real results happen when strategic alignment and human connection move in rhythm. 📌 Where does your team need a rhythm that actually reflects what you say matters? #groundedandgrowing #leadershipdevelopment #organizationalhealth #culturebuilding #executivealignment #designandwalk #rhythms #teamstrategy #managerdevelopment

This is the most underrated problem I've seen when trying to build or expand partnership GTM: Leadership is initially fully behind a new partnership, excited about its potential, but that enthusiasm never makes its way down to the sales teams who are expected to execute. Without alignment, even the best partnership can stall before it has a chance to succeed. Why does this happen? Sales teams are often focused on their core products, and if a partnership doesn’t clearly benefit them or fit into their day-to-day operations, it becomes an afterthought. To turn things around, you need to make sure your partnership incentives, compensation, and training are in lockstep with the teams that will be selling your product. Here’s how to align incentives and drive results: 1. Ensure your incentives are compelling enough for frontline teams. It’s not enough to excite leadership—sales teams need a clear, tangible reason to sell your product. - Introduce a financial incentive or bonus structure that’s competitive with what reps earn on their core products. This could be a one-time bonus for the first sale, or an ongoing commission that rewards consistent effort. -Tie the incentive to their existing sales goals. If your product helps them hit their targets more easily, they’ll naturally prioritize it. 2. Structure partner compensation to motivate co-selling. If your partner compensation doesn’t align with their core goals, they won’t push your product. - Design a compensation plan that aligns with both the partner’s and your business objectives. For instance, if your partner’s core offering is hardware, incentivize bundling your software as part of the sale to create a win-win situation. - Offer performance-based incentives that reward partners for hitting key milestones—whether that’s a certain number of units sold, a specific revenue target, or even customer engagement metrics. Keep it simple and measurable. 3. Provide consistent training and engagement so your product isn’t just another checkbox. Sales teams won’t advocate for your product if they don’t fully understand its value or how to sell it. - Develop ongoing, bite-sized training sessions that fit into their schedules. Instead of overwhelming them with lengthy sessions, focus on 15-minute, high-impact trainings that teach them how to identify the right opportunities. -Pair training with real-time support. Join sales calls, offer one-pagers, and provide direct assistance during key customer engagements. When they feel supported, they’re more likely to feel confident pushing your product. This kind of alignment can make the difference between a stalled partnership and a thriving one. When sales teams are motivated, equipped, and incentivized to sell your product, the partnership stops being just another checkbox—it becomes a key driver of growth.

How I Align Strategy with Vision to Achieve Exponential Growth In a world where disruption is the norm, vision without strategy is wishful thinking—and strategy without vision is just busywork. Over the years, I’ve helped financial services, FinTech, and mid-sized companies unlock exponential growth by tightly aligning long-term vision with executional strategy. Here's how I consistently turn bold ideas into measurable business impact: 1.) Craft a Vision That Inspires Action A vision isn’t a corporate tagline—it’s a vivid, motivating picture of the future. It must resonate with internal teams and customers alike. I always ask: Does this vision excite, focus, and direct decisions? If not, we refine it until it does. 2.) Build a Strategy That Bridges the Gap Turning vision into reality requires a strategic roadmap: --Clear objectives tied to business outcomes --Prioritized initiatives that drive momentum --KPIs that align cross-functional teams Results follow when every team knows how their work ladders up to the big picture. 3.) Operationalize for Scale Sustainable growth comes from systems, not scattered wins. I design growth engines using: --Omni-channel demand gen --Smart segmentation & personalization --AI-driven marketing automation These systems allow companies to scale efficiently, without sacrificing agility. 4.) Inspire Teams with Purpose People perform better when they believe in the “why.” I connect the vision to each role, creating a culture of ownership and high performance. Purpose drives performance, and performance drives results. 5.) Iterate Relentlessly Markets shift. Customers evolve. That’s why I build feedback loops and foster a test-and-learn culture. Strategy isn’t static—it’s living, breathing, and always improving. Bottom line: When strategy and vision are aligned, marketing stops being a cost center and starts driving exponential, repeatable growth. If your business is at a critical inflection point or seeking scalable momentum, I’d love to connect. Let’s talk growth, strategy, and what’s possible when vision leads the way. #GrowthStrategy #VisionToExecution #FinTechMarketing #StrategicLeadership #CMOInsights #ExponentialGrowth

Great CEOs don't sell vision. They align maps. When Sam Altman recently described his day-to-day work, I understood it as "aligning maps at scale inside the company." This isn't about ensuring everyone memorizes the same mission statement. It's about navigating the reality that each team naturally develops its own map of the world—with different landmarks, terrain, and paths forward. Engineering sees mountains of technical challenges. Product sees rivers of user needs. Sales sees forests of customer objections. Marketing sees fields of positioning opportunities. The failure mode is obvious: teams working diligently but toward contradictory destinations. Each following their own perfectly reasonable map, yet moving the company in opposing directions. Great founders recognize this cartographic diversity isn't a bug—it's inevitable. The CEO's job isn't to force everyone onto a single map, but to ensure these different maps can translate to one another. When this works, magic happens: → Product understands engineering constraints without adopting them as limitations → Engineering appreciates customer pain without getting lost in implementation details → Sales sees the product roadmap through a lens that maintains credibility with clients → Marketing articulates technical complexity in ways that highlight genuine differentiation This alignment creates a superpower: teams that make decisions autonomously yet coherently, without constant executive intervention. In AI companies particularly, the gap between researcher maps and business maps can become chasms. One team plots possibilities in mathematical terms while another navigates market realities in commercial terms. The founders who excel don't just communicate their own map more forcefully. They become translators between maps, helping each team understand how their territory connects to others. Early in your journey, expect to redraw these translations constantly. That's normal. The skill is ensuring that at each stage, teams can navigate between their different understandings. Vision is fundamentally about creating a world where different maps align without requiring you in every room where decisions happen. #startups #founders #growth #ai

Remember Sony’s MiniDisc? Probably not. That’s the point. Sony created and dominated portable music for decades with the Walkman. They had the talent, technology, and resources to own the digital music revolution. So what happened? It wasn’t a lack of innovation. Sony actually launched multiple digital music players before the iPod. The real problem? Stagnation and misalignment. Sony’s internal divisions fought over the future of music: 1️⃣ The electronics team wanted open formats. 2️⃣ The music division feared piracy. 3️⃣ Leadership refused to take a clear stance. Instead of a unified strategy, Sony defaulted to brute force—throwing more products into the market, hoping one would stick. The result? Confusion, fragmentation, and failure. Meanwhile, Apple created a single, seamless ecosystem: iPod + iTunes. Sony had better hardware. Apple had alignment. We all know who won. This same pattern plays out in companies everywhere: ✅ Teams working against each other instead of toward a shared vision. ✅ “Not invented here” syndrome killing collaboration. ✅ Politics slowing decisions until it’s too late. Misalignment doesn’t just waste potential—it forces companies into desperate, ineffective tactics. In today’s world, your competitive advantage isn’t just great ideas. It’s the ability to execute them together. How are you creating alignment in your organization today? #BruteForce #Leadership #OrganizationalAlignment #NewWorldOfWork