{"id":11807,"date":"2025-07-10T10:01:50","date_gmt":"2025-07-10T08:01:50","guid":{"rendered":"https:\/\/www.open-knowledge.it\/?p=11807"},"modified":"2025-07-10T10:01:50","modified_gmt":"2025-07-10T08:01:50","slug":"turning-strategy-into-shared-experience-the-power-of-cascading","status":"publish","type":"post","link":"https:\/\/www.open-knowledge.it\/en\/turning-strategy-into-shared-experience-the-power-of-cascading\/","title":{"rendered":"Turning Strategy into Shared Experience: The Power of Cascading"},"content":{"rendered":"[vc_section full_height=”yes” content_placement=”middle” el_class=”full-width” css=”.vc_custom_1752069153282{background-image: url(https:\/\/www.open-knowledge.it\/wp-content\/uploads\/2025\/07\/OK_4994x2082_01-1-scaled.jpg?id=11819) !important;background-position: center !important;background-repeat: no-repeat !important;background-size: cover !important;}”][vc_row][vc_column width=”5\/6″][vc_column_text]\n

Turning Strategy into Shared Experience: The Power of Cascading<\/span><\/h1>\n[\/vc_column_text][vc_column_text] How cascading programs help organizations align, engage, and bring strategy to life across every level.
\n<\/span><\/span><\/span> \u202f<\/span><\/span>\u00a0<\/span>[\/vc_column_text][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][\/vc_section][vc_row][vc_column width=”1\/6″][\/vc_column][vc_column width=”2\/3″][wgl_spacing spacer_size=”30px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]\n\t\t\n\t\t
\n\t\t\t\n\t\t\t\n\t\t\t\t\n\t\t\t\t10 July 2025 \n\t\t\t<\/span>\n\t\t\t\n\t\t\t\n\t\t\t\t\n\t\t\t\t<\/span> 6<\/span> min.<\/span><\/span>\n\t\t\t<\/span>\n\t\t<\/div>\t\n\t\t\n\t<\/span>[\/vc_column_text][wgl_spacing spacer_size=”30px” responsive_mobile=”true” size_mobile=”60px”][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][vc_row][vc_column width=”1\/6″][\/vc_column][vc_column width=”2\/3″][vc_column_text]Picture a company unveiling a bold new strategic plan with fanfare, only to find months later that most employees remain in the dark about what it means for their daily work. Unfortunately, this scenario is common \u2013 research shows that 72% of employees don\u2019t fully understand their company\u2019s strategy<\/strong>. This \u201calignment gap\u201d between leadership\u2019s vision and the broader workforce can stall even the most brilliant strategies. In fact, change initiatives often falter. Afamous Harvard Business Review study found roughly 70% of them fail to achieve their goals, frequently due to cultural resistance or poor communication. Clearly, ensuring everyone is on the same page is not just a nicety but a business imperative.[\/vc_column_text][vc_column_text css=”.vc_custom_1752068092783{margin-top: 40px !important;margin-bottom: 30px !important;}”]\n

Why Cascading Programs Matter<\/strong><\/h4>\n[\/vc_column_text][vc_column_text]Cascading programs<\/strong> directly tackle this alignment gap<\/strong>. They are structured initiatives to translate high-level strategy into clear, meaningful messages and actions at every organizational level. Instead of the strategy staying confined to slides in a boardroom, it \u201ccascades\u201d down through leadership teams, managers, and frontline employees \u2013 adapted into each context and role so that everyone understands the overarching vision and their part in it. This matters because when people feel informed and engaged, performance soars<\/strong>: companies with well-connected, informed employees see productivity jump by 20\u201325% and achieve 21% higher profitability.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]Conversely, when communication is lacking, the costs are steep. Two-thirds of workers say they don\u2019t receive enough information during times of change<\/strong> \u2013 leaving them disengaged<\/strong> or even distrustful<\/strong>. By implementing a cascading communication program, organizations ensure critical messages don\u2019t get lost in translation and that every team is aligned with the mission. The result is not just a workforce that\u2019s \u201cin the know,\u201d but one that\u2019s energized to drive the strategy forward.[\/vc_column_text][vc_column_text css=”.vc_custom_1752068152779{margin-top: 40px !important;margin-bottom: 30px !important;}”]\n

OpenKnowledge\u2019s Unique Approach: Merging Change and Creative Design<\/strong><\/h4>\n[\/vc_column_text][vc_column_text]No conventional internal communication campaign or standalone training program is sufficient by itself to truly shift an organization\u2019s culture. OpenKnowledge<\/strong> stands out by bundling two critical capabilities into one holistic cascading program<\/strong>: the management of change <\/strong>and cultural transformation<\/strong>, combined with imaginative creative and communication design. In practice, this means aligning the \u201chard\u201d side of change \u2013 strategy execution plans, leadership alignment, processes, and new ways of working \u2013 with the \u201csoft\u201d side that makes people listen and care, such as compelling storytelling, branding, and engaging communication campaigns. It’s a fusion of rational and emotional engagement<\/strong>, effectively bridging strategy with culture and creativity.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]Why is this combination so powerful? Managing<\/strong> change ensures the structures and processes for transformation<\/strong> are in place, while creative communication ensures the message truly resonates<\/strong>. Employees not only understand the new direction intellectually, but also feel inspired by it. This dual approach dramatically boosts buy-in and adoption. Studies show that organizations excelling in both change management and internal communication <\/strong>are far more successful: they are 3.5 times more likely to outperform their peers<\/strong>, and companies with effective communication practices see up to 50% lower turnover<\/strong> \u2013 clear indicators of a healthier, more engaged culture. By weaving together change and creativity, OpenKnowledge\u2019s cascading programs drive not just awareness, but genuine belief and behavior change<\/strong> across the company.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]Ultimately, a cascading program<\/strong> is about turning strategy into collective action<\/strong>. By marrying the discipline of change management with the spark of creative design, organizations create an internal movement \u2013 employees become active participants in the change, not just passive recipients of information. The payoff isn\u2019t only a feel-good boost in morale; it\u2019s measurable business impact<\/strong>. When people are truly connected to the company\u2019s purpose and each other, great things happen \u2013 from higher engagement and innovation to stronger financial performance. Companies known for engaging their people through effective communication enjoy about 47% higher total returns to shareholders over time. That is the kind of transformational ROI<\/strong> a well-run cascading program can deliver.<\/strong>[\/vc_column_text][vc_column_text css=”.vc_custom_1752068223961{margin-top: 40px !important;margin-bottom: 30px !important;}”]\n

The Generali GC&C Experience<\/strong><\/h4>\n[\/vc_column_text][vc_column_text]In early 2025, Generali Global Corporate & Commercial (GC&C) launched its new strategic roadmap \u2013 the GC&C 2025\u201327 Next Level Plan<\/strong> \u2013 supported by a cascading engagement journey<\/strong>, fully aligned with the Generali Group Lifetime Partner 27 Strategy<\/strong>, designed and co-created with OpenKnowledge<\/strong>.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]The program officially kicked off in February with a Leadership Conference held in Caorle, Italy, where the strategy was presented to over 90 top global managers. But the event was about much more than unveiling a plan \u2013 it was about activating leadership around it<\/strong>. The concept behind the strategy had been co-created by GC&C together with OpenKnowledge, and at the heart of the event was the introduction of the \u201cmindset\u201d document: a synthesis of the convictions required to bring the strategy to life<\/strong>. Through storytelling, co-creation and immersive sessions, the conference aimed to build alignment, endorsement, and energy within the leadership team \u2013 setting the tone for the cascade ahead. GC&C\u2019s CEO and top executives played an essential role in guiding discussions and setting expectations<\/strong>, reinforcing a shared commitment to making the plan actionable across the business.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]A few weeks later, GC&C hosted a global online Town Hall to share the strategy with all +1,200 employees<\/strong>. GC&C leaders \u2013 starting with the CEO \u2013 were directly involved in cascading the key concepts, translating strategic directions into clear messages for teams worldwide. OpenKnowledge supported the development of content and format \u2013 helping transform what could have been a traditional webcast into a compelling and emotionally engaging experience. The leadership team delivered the message with authenticity and clarity, fostering understanding and connection across all levels of the organization.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]To ensure the cascade reached every region and team, GC&C, with the support of OpenKnowledge, developed a comprehensive Cascading Kit: a handbook with all essential information about the new strategic plan, accompanied by a full suite of materials for organizing and running local activations of the roadshow. From narrative guidelines to workshop formats, editable presentations, and facilitation tips, the kit empowered local leaders to deliver meaningful and consistent sessions \u2013 adapted to each cultural and business context. GC&C regional leaders were actively engaged in this phase, taking ownership of local rollouts and ensuring the messages resonated in their specific contexts.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]One of the highlights of this phase was the roadshow activation with the Central Team<\/strong>, where GC&C and OpenKnowledge brought the Next Level strategy to life through a powerful and symbolic metaphor: cooking<\/strong>. The day included a morning strategy convention \u2013 personally introduced and led by the CEO<\/strong> \u2013 and, in the afternoon, an inspirational talk by one of the world\u2019s most renowned chefs. This was followed by a hands-on team workshop in which participants were invited to turn simple ingredients into creative dishes \u2013 a tangible and engaging way to reflect on the challenge of unlocking potential and delivering excellence. It was a vivid moment of collaboration and team spirit, fully aligned with the cultural transformation the strategy aims to foster. The outcome spoke for itself: over 95% of the team participated, and post-event surveys confirmed high levels of engagement and enthusiasm.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]With leaders activated<\/strong>, teams involved<\/strong>, and a clear and consistent narrative<\/strong> at the center, GC&C succeeded in turning a three-year strategic plan into a shared and lived journey<\/strong>. At every step, GC&C played a proactive and visible role in delivering and embodying the strategy \u2013 from the CEO\u2019s commitment to the local activation of managers worldwide.[\/vc_column_text][wgl_spacing spacer_size=”20px” responsive_mobile=”true” size_mobile=”60px”][vc_column_text]In the weeks and months ahead, Generali GC&C \u2013 supported by OpenKnowledge \u2013 will continue to keep the strategy alive and aligned with daily business goals<\/strong>. This ongoing engagement will include new content formats, moments of reflection and reinforcement, and dedicated tools \u2013 such as a mini-series of 12 short videos featuring colleagues from across the business, each sharing thoughts on how they\u2019re bringing the plan to life within their area. These stories, alongside other touchpoints, will help ensure the Next Level Plan and mindset remain at the heart of every team\u2019s ambition.[\/vc_column_text][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][vc_row disable_element=”yes”][vc_column width=”1\/6″ css=”.vc_custom_1642168135550{margin-bottom: 30px !important;}”][\/vc_column][vc_column width=”2\/3″][vc_single_image image=”11631″ img_size=”full” alignment=”center” css=”.vc_custom_1744202927191{margin-top: 30px !important;margin-bottom: 10px !important;}”][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][vc_row disable_element=”yes”][vc_column width=”1\/6″ css=”.vc_custom_1642168135550{margin-bottom: 30px !important;}”][\/vc_column][vc_column width=”2\/3″ offset=”vc_hidden-lg vc_hidden-md”][vc_column_text css=”.vc_custom_1742821294439{margin-bottom: 30px !important;}”]\n

L’Employee Experience nel framework di OK
\nFonte: OpenKnowledge<\/em><\/span><\/p>\n[\/vc_column_text][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][vc_row disable_element=”yes” css=”.vc_custom_1742817818266{margin-top: 30px !important;}”][vc_column width=”1\/6″ css=”.vc_custom_1642168135550{margin-bottom: 30px !important;}”][\/vc_column][vc_column width=”2\/3″][vc_column_text css=”.vc_custom_1668434008290{margin-top: 60px !important;margin-bottom: 30px !important;}”]\n

Fonti<\/h4>\n[\/vc_column_text][vc_column_text css=”.vc_custom_1739549560968{margin-top: 30px !important;margin-bottom: 10px !important;}”][1] <\/strong>Consiglio di leggere un\u2019intervista di un anno fa a Stefano Quintarelli, imprenditore, investitore ed ex-deputato, apparso su Wired: Perch\u00e9 l’intelligenza artificiale da tenere d’occhio \u00e8 quella \u201cnoiosa\u201d, Wired, 26 febbraio 2024, Intelligenza artificiale: tenete d’occhio quella \u201cnoiosa\u201d | Wired Italia<\/a><\/strong><\/span><\/p>\n

[2]<\/strong> Preciso: inizialmente le piattaforme genAI disponibili al pubblico avevano una barriera all\u2019ingresso all\u2019adozione nel prompting (e si sprecano i corsi online e offline su come creare prompt corretti ed efficaci), ma con i nuovi modelli il linguaggio \u00e8 diventato pi\u00f9 rapido e le conversazioni pi\u00f9 semplici, eliminando questa ulteriore barriera.<\/p>\n

[<\/span>3] <\/span><\/strong>L’IA ci impoverir\u00e0 intellettualmente?, 22 aprile 2024, L’IA ci impoverir\u00e0 intellettualmente? – by Alessio Mazzucco<\/a><\/strong><\/span><\/span><\/p>\n

[4] <\/span><\/strong>Prolegomeni al Manifesto del Pop Management 18 \u2013 Organizzazione Pop. Opinion Piece di Alessio Mazzucco, Nova24, 24 giugno 2024, Le Aziende InVisibili | Prolegomeni al Manifesto del Pop Management 18 \u2013 Organizzazione Pop. Opinion Piece di Alessio Mazzucco<\/a><\/strong><\/span><\/span><\/p>\n

[5]<\/strong> AI at Work Is Here.<\/strong> Now Comes the Hard Part<\/strong><\/em>,<\/a> Microsoft and LinkedIn, 2024 Work Trend Index Annual Report, 8 maggio 2024<\/span><\/span>[\/vc_column_text][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][vc_row css=”.vc_custom_1738591292732{margin-top: 30px !important;}”][vc_column width=”1\/6″ css=”.vc_custom_1642168135550{margin-bottom: 30px !important;}”][\/vc_column][vc_column width=”2\/3″][vc_column_text css=”.vc_custom_1752068348181{margin-top: 60px !important;margin-bottom: 30px !important;}”]\n

Author<\/h4>\n[\/vc_column_text][vc_column_text]Marta Manfredi[\/vc_column_text][\/vc_column][vc_column width=”1\/6″][\/vc_column][\/vc_row][vc_row][vc_column][wgl_spacing spacer_size=”100px”][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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