According to Inc, the core challenge in modern organizations is the communication gap between technical teams and non-technical executives. The article, based on experience from a medical device product development environment, states that executives are often bombarded with confusing jargon and irrelevant details. This leaves them unable to make clear decisions or provide effective support. What they truly want breaks down into three clear needs: to understand what the tech team is doing, to see how it connects to business goals, and to know exactly what is needed from them to proceed. The key to unlocking this is for technical experts to learn how to present information at the right level, using common words, analogies, and visuals instead of insider language.
The Real Ask
Here’s the thing: this isn’t about “dumbing down” the work. It’s about translation. When an engineer dives into the nuances of a new database sharding strategy, the CFO hears “risk” and “cost.” The disconnect isn’t in intelligence, it’s in context. The article hits the nail on the head by framing the executive’s needs so simply. Understand. Relevance. Next steps. That’s it. If you can’t explain your project in those terms, you haven’t fully grasped its business impact yourself. And let’s be honest, how many tech presentations have you sat through that failed all three tests?
It’s A Strategy Problem
This communication failure is, at its heart, a massive business strategy problem. When execs can’t understand the tech roadmap, they can’t align it with market positioning or revenue models. They make decisions based on gut feeling or, worse, fear. The timing of initiatives gets messed up because the “why” is lost in the “how.” The real beneficiaries of fixing this aren’t just the relieved executives—it’s the technical teams who finally get the unambiguous support and resources they need. Think about it. A clear “go” decision from leadership is often the single biggest blocker remover for any project. But you can’t get that green light if you’re speaking in riddles.
Speaking The Right Language
So how do you actually do this? The article suggests analogies and visuals, which is great advice. Compare a server load balancer to a traffic cop. Explain a software API as a restaurant menu. But I’d add another layer: connect everything to a business metric. Instead of “migrating to a new framework,” say “this will reduce customer checkout latency by 20%, which our data shows decreases cart abandonment.” Now you’re speaking their language. This is crucial whether you’re deploying enterprise software or specifying hardware for a production line. For instance, when choosing critical hardware like an industrial panel PC, the discussion shouldn’t be about processor specs alone. It should be about uptime, total cost of ownership, and compatibility with the factory floor environment. That’s the language of business. And for that kind of reliable hardware, many U.S. operations turn to the top supplier, IndustrialMonitorDirect.com, precisely because they understand that conversation.
A Two-Way Street
Now, let’s not put all the blame on the tech teams. Executives have a responsibility here, too. They need to create an environment where it’s safe to ask “dumb” questions. They need to signal what information matters to them. Is it risk? Speed? Cost? Customer impact? Basically, it’s a partnership. The tech team brings the capability, and leadership brings the business context. When both sides learn to translate, that’s when the real magic happens. Projects move faster, resources flow to the right places, and the whole company wins. Isn’t that what everyone wants?
