Connecting strategy to tactics

You've done your homework, run the meetings, engaged the stakeholders—and even looked into your crystal ball—to evolve the strategy needed to realize your organization's goals and vision. But how do you translate it into tactics that generate results?

Few strategies that aren't translated into behaviors—internally and externally—achieve their goals. But how do you move from plans to purposeful action? How do you align your people, resources, and communications to get results?

Our approach

At Sametz Blackstone Associates, we approach business strategy and communication strategy as integrally connected. We work closely with our clients to understand (and sometimes help them develop and articulate) their business goals: what will the organization look like in five years? What constituencies need to be engaged—and what do they need to think and do—to achieve that vision? How does the organization need to be positioned for success in the competitive landscape?

We help translate strategy into action at different levels. Internally, it's important to make sure your leadership and staff understand, and are invested in, your business goals and brand strategy so that they can become comfortable brand ambassadors. To motivate external constituents, it's important to develop a communications architecture, message platform, and set of communication materials that help you to forge the connections, influence the thinking, and prompt the behavior needed to realize your strategy. We collaborate to frame your value proposition in terms that are valuable to your constituents.

In practice…

Goodwin Procter LLP was, when we began working with them, the largest law firm in Boston. But they had an ambitious vision to expand nationally. We collaborated to better define firm-wide messages as well as messages for each strategic practice area; we helped to put in place a shorter firm name and identity system. We developed and then built an architecture of print communications that supported marketing and sales (differently); provided appropriate information to match a prospect's position in the sales cycle; and encouraged cross-selling. We then developed materials to help all attorneys and staff make best use of the new system. The brand system we developed a decade ago is very much alive and healthy—and the firm now has eight locations across the country.

The League of American Orchestras (formerly, American Symphony Orchestra League) provides leadership, service, and advocacy to nearly 1,000 member orchestras. As the 20th century gave way to the 21st, the League engaged in an extensive planning process in order to define the goals and strategies that would best help orchestras meet the growing challenges of a new era—and it sought to re-imagine itself accordingly. A new strategic plan was adopted and the organization engaged Sametz Blackstone to help realize the plan. The League's leadership knew that if they were going to effectively deliver on a new framework and a new set of promises—and be more valued by their diverse constituencies—effective, integrated, brand-focused communications would be vitally important. We collaborated to develop a new name, tagline, messages, visual identity, and the look and experience of print and digital communications—all of which now reflect the goals, strategies, and spirit of the plan. Together, these developments are helping the League to continue to be a valuable resource and catalyst for its members.

Five years ago, the Boston Center for the Arts embarked on an ambitious five-year plan to change both how the organization fulfilled its mission and how it was understood and engaged by important constituencies. To realize both goals, we collaborated to develop a buzz-and-branding initiative that would build awareness and comprehension of this multifaceted organization. We evolved an endorsed branding strategy that would leverage the successes and buzz of BCA "villagers" to position the BCA as an important destination for those interested in art of our time; we created new print and digital communications to encourage more active—and interactive—participation with the organization; we developed messages and stories that would demonstrate (rather than tell) the new goals, values, and strengths of the organization—and why that was meaningful to different groups, and worthy of support; we helped to make both the Board of Directors and Board of Visitors more effective ambassadors.

Tactics that fit your strategy

There is no single, best way to realize your goals or fulfill your strategic plan. But we know that effective branding and communications always help—because almost every plan requires that important constituents know and care about who you are and what you offer; see the value of what you do and how it fits their lives and needs; and think that you're a worthy partner. How naming, message development, design of print and digital communications, technology, and training are marshaled varies, but well-planned and executed communications can always help you get from here to there.