Toolkit for Creating a Winning Strategy
Strategic development is one of the most daunting challenges that faces any professional, no matter the field. After all, stakes are high. Developing effective strategies can put you on the path to becoming a trusted advisor and a valued employee.
The Communication Strategy Framework introduced in this handbook has been designed to help professionals make targeted choices toward strategic communication. Taking an iterative approach and continually reflecting on whether your choices remain congruent enables you to continually adapt to changing circumstances while staying in command. Linear planning models are ineffective. Quick strategy development can revolutionize the communication function and strengthen the relationship amongst members of a professional team. Linking communication and business strategy is the number one challenge for today’s communication practitioners.
The Communication Strategy Framework facilitates the communication professional to forcefully and efficiently make the right choices. It compels individuals to think about how communication can contribute to achieving the organization's or client’s goals. As a result, it provides a clear picture of your communication strategy in one page by putting superfluous details aside and concentrating on the essentials.
The Communication Strategy Framework has proven to be an instant eye-opener. A best-seller amongst professionals in the Netherlands, it is available for the first time in English. This step-by-step guide to creating a winning communication strategy will help communicators of all types, from professionals and clients to students and teachers!
Strategy is about making choices
EVERY ORGANIZATION, EVERY DEPARTMENT, EVERY TEAM, AND EVERY PROJECT NEEDS A STRATEGY TO ACHIEVE IMPACT. WITHOUT STRATEGY, YOU RUN THE RISK BEING RULED BY FADS OR GOING FROM TASK TO TASK WITHOUT MAKING A REAL DIFFERENCE.
‘THE BIG LIE OF STRATEGIC PLANNING’
“All executives know that strategy is important. But almost all also find it scary, because it forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career.
The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target—an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future. By the end of the process, everyone feels a lot less scared.
This is a truly terrible way to make strategy. It may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy-making. In fact, if you are entirely comfortable...
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