(...) Although this being the classic and widest used take on communications strategy development (or any strategy development) and strategic planning a lot can go terribly wrong with this approach. It's about time to leave the rigidity of McKinsey-style strategy making behind and see strategy formulation as what it is, a long, subtle and difficult process involving many people and many changes along the road of implementation. First, many examples show we are actually unable to fully fathom the extent of strengths and weaknesses, opportunities and threats by mere intellectual pondering in our office. And no, it's not that you didn't think hard enough; the problem is you didn't go out on a limb and try! The history of successful communication campaigns proves that many opportunities only arose from doing Continue reading
