On Game Plans (a.k.a. Strategy)
It’s possible to live without many things (a third car, $300 jeans, kombucha), but not all. Today’s note addresses one of the essentials, strategy, and a thought process for applying it to the content game.
At the highest level, content needs strategy and strategy needs content. Let’s start at the start.
Strat-e-gy n. : an insights-based approach to reaching an intended destination over a specified period of time, given current and anticipated resources. Also see: Game Plan. [Source: JT]
Before highlighting the key terms of my own definition and how they might apply to objectives you’re pursuing, a quick huddle: While every objective has a strategy, no two are necessarily the same and most evolve over time. We do our best with what we have. Here goes:
- an insights-based approach: Strategy cannot exist without data, both qualitative and quantitative. The best strategies I’ve participated in have been research-intensive and heavy on #s. They’ve employed market sizing information, statistics, customer feedback, audience intelligence, performance models, and competitive analysis. From quadrants to forces to journeys to steps, leave no stone unturned or perspective unaccounted for. And critically (I can’t emphasize this enough): be able to recognize an insight when you see it. Clue: look for unmet needs, pain points, and unique opportunities to differentiate. Don’t settle for data alone; determine what the data indicate. Then capitalize accordingly.
- to reaching an intended destination: Strategies are not open-ended explorations. They have measurable goals, clearly articulated and well-understood by all participants. This centers on having a vision, communicating it, and marshaling (and inspiring!) the resources needed to accomplish it. It’s about acknowledging the difference between where you are today and where you need to be. In my experience, time invested establishing an intended destination has yielded exceptionally high ROI. One big reason is that strategy demands critical thinking and attention to detail. The clearer and more insights-based you are on why you’re playing the game and how you’re going to play it, the more likely you’ll be on the winning side. In all, clear goals are magic for both teamwork and performance.
- over a specified period of time: The clock is always ticking. It’s ticking on your business, my business, and every competitor’s business. It’s the non-renewable resource we’re forced to act and measure against. What this means to strategy and execution is that priorities, dependencies, and tradeoffs must be well-known and understood. There’s an art and science to this. I think the best leaders set goals that are exceptionally high, yet also attainable. They don’t say “We’re going to reach destination X whenever we get around to it.” They say, “We’ll be there by [date],” then use strategy and supporting tactics to get there.
- given current and anticipated resources: Everyone’s resources are limited. Whether by skills, $$, time, or infrastructure, nobody has access to everything they want whenever they want it. Good strategy is about resource optimization. It’s about ensuring grand plans remain grounded in reality and on the flip side pointing out why some strategies won’t work. You can’t have a passing game without receivers or launch the next great sales technology product without a differentiated value prop. Like much of the above, true strategic success lies in the finer points — which can only be achieved with a strong foundation.
Good strategists realize they cannot control everything. They have to let their players play. They allow for adjustments and pivots and are attuned to their environment. Importantly: the best don’t imagine what it’s like. They know because they’ve been there.
We’re all translating strategies to individual focus areas. We should also be learning and adapting, letting our actions — and our content — speak for our strategies.
As I think about the evolution of marketing, sales, and content, it’s with the expectation that execution will simultaneously compress from a campaign/business cycle standpoint and become increasingly targeted. This will place tremendous pressure on strategic decisions and ensuring they’re well-understood by all who carry them out. Meaning good strategy has never been more valuable to content, and content to strategy.
Play hard.
John Tintle is the Director of Content and Communications at Highspot, the leading sales enablement platform for content management, customer engagement, and analytics. Twitter: @highspot. Also: highspot.com.
