How to Simplify Your Strategy Down to a Single, Clear Visualization

2 Jul 2026 · 4 min · 1 chapter

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In short

How CEOs can improve investor reactions to acquisitions by simplifying strategy into one clear visualization. The host and a colleague analyzed 650+ US acquisition announcements and found investors were twice as likely to respond positively when CEOs included a clear strategy visualization. Key claim: most strategy visuals fail because they’re cluttered and disconnected, preventing viewers from following logic. Notable example: a “cluttered” strategy graphic versus a redesigned version with resources/capabilities on the left, value proposition in the middle, and customer segment on the right, flowing like a narrative.

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no specific guests are named in the transcript. The episode cites experiments with 200+ experienced managers and proposes five design principles (3–4 grouped concepts, layered detail, color/shading for layers, clear relationships, horizontal layout).

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The Impact of Clear Strategy Visualizations

0:30 to 3:14

Discover how clear visualizations can enhance CEO presentations and investor responses.

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Transcript

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0:28This episode is brought to you by Google Chrome. tank top styles and even a dress. Now in new fun summer colors, FlowEye brings a racerback shape to streamline styles you can wear anywhere. Our buttery soft Nulu fabric feels nearly weightless with sweat wicking four-way stretch for comfort you'll want to keep on after practice. Flow freely on and off the mat with light support and refined design. Shop FlowEye now at lululemon.com. Every CEO knows how you present a deal can shape how investors see your company. When a major acquisition is announced, the market reacts fast. Public investors decide within hours whether they believe your story.

1:06My colleague and I analyzed more than 650 of these acquisition announcements by US companies. And we found one factor that consistently swayed those reactions. Whether the CEO included a clear visualization of the strategy behind the deal. When they did, investors were twice as likely to respond positively. But here's the problem. Most strategy visuals aren't designed to have impact. This is what we often see. All the right information is there, but it's cluttered and disconnected. There's no clear flow, so people can't follow the logic. Now, look at this version. Same content, but instantly clearer.

1:41You can see the story. Resources and capabilities on the left, the value proposition in the middle, and the customer segment on the right. It flows logically, like a narrative. There's real science behind this. More than half of the brain is devoted to processing visual information. were wired to look for patterns and cause and effect relationships. To test this, we ran experiments with more than 200 experienced managers. Half saw a clear, well-structured visualization. The other half saw the same content, but in a cluttered, confusing format. One simple change made all the difference. With the clear visualization, people understood the strategy far better without even realizing why.

2:19The design itself shaped their thinking. Based on that research we identified five principles for designing strategy visuals that work. Group ideas into three or four main concepts.

2:33Create layers with increasing detail.

2:41Use color and shading only to show those layers.

2:50Indicate clear relationships And present the information horizontally A strong visualization doesn't just make your slides group better It makes your strategy make sense It builds understanding, belief and alignment Inside the company and in the market You can read my full article on theHBR.org.

3:43Hurry to Wayfair.com or download the app now.

From the publisher

How to Boil Your Strategy Down to a Single, Clear Visualization

11 Dec 2025

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What makes some deal presentations resonate with investors? Research on 654 presentations on acquisitions points to one factor—a compelling strategy visual. Here are the five principles that make those visuals persuasive.

Read the full article by João Cotter Salvado and Freek Vermeulen here: https://s.hbr.org/44qIYSS

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