Strategy: It's the Name of the Game

jdlconnect
May 5
3 min read

A picture of a chess board with black and white opposing pieces on a classic black and white chequer board

Whoever you are and wherever you work, you’ve likely either a) felt the urgency to write a strategy, or b) been asked to deliver one.

Before you put pen to paper next time, take a moment to read this short blog – it covers the essentials of what strategy really is (and what it definitely isn’t).

My Perspective on Strategy

Over the years, I’ve worked with – and within – many top-tier brands, supporting them with organisational strategy, transformation and change programmes, and communications strategies including crisis comms and public affairs.

I enjoy a strategic challenge – and I’ve seen time and again how easy it is for strategy to be misunderstood or misapplied.

Defining Strategy

Amazingly, the understanding of what strategy actually means varies wildly. Expectations of its purpose – and what it can realistically achieve – differ not only from person to person but often from board to board.

So before we go any further, let’s establish a shared understanding of what strategy is – and crucially, what it is not.

What Strategy Is Not

Strategy is not your vision or mission – those are your north star.
Strategy is not a plan – that’s a cascade of actions and timelines.
Strategy is not a list of tactics – that’s your response to a challenge or opportunity.
Strategy is not goal-setting – e.g., “Grow our social following by 20%.”
Strategy is not execution – that’s the detail of channels, messages, or campaigns.

Five Truths About Strategy

Strategy is about choices – Decide what you’ll do, and do it exceptionally well.
Strategy is specific – Be clear. What do you want to do? Where will you do it?
Strategy is focused – What does success look like?
Strategy is foundational – what tools, systems, processes, and people do you need?
Strategy is brave – It involves saying, “We can’t (or won’t) do everything.”

Avoiding the Pitfalls

Every year, millions of leaders – and many of our colleagues – attempt to create a strategy without a shared understanding of what they’re actually producing. So let’s be crystal clear:

A plan is a sequence of actions and deadlines – useful, but operational.
A strategy is a set of choices about where to compete and how to win – it’s directional, not just logistical.

Supporting Our Teams

Before concluding, I want to address something important. Many of our team members aspire to write a strategy – perhaps because they manage a channel (e.g. social media, PR, public affairs), or because they see it as a key developmental milestone. Supporting that ambition is vital.

We must be honest about what falls within their remit. They might create a strong channel plan with growth goals and KPIs – and that’s incredibly valuable. Their insight may also inform the wider organisational strategy or help deliver its cascade.

Writing excellent plans teaches the difference between planning and strategy – and that’s an essential part of professional development.

Final Thoughts

If your “strategy” could apply to any competitor, it’s not a strategy.
If it’s just a collection of tasks, it’s not a strategy.
If it doesn’t explain how you’ll succeed, it’s not a strategy.

Inspired and Need Support?

If you need expert support developing strategy – whether for your organisation, communications, or transformation agenda – I’d love to chat and Summit would be delighted to support your journey.