My contention is that time shouldn’t be a factor in determining whether an issue is strategic, i.e., what you’re having for lunch 3 years from today isn’t strategic simply because it’s long-term and a significant quality performance conversation isn’t tactical simply because it’s happening this afternoon.

Based on this assertion, somebody asked me the question: if long-term doesn’t define strategic, what does?

Here’s a partial list for considering what’s strategic for a brand. Obviously the list would look different at a department or project level, but here’s an overall picture.

  • Is it central to the brand, its representation, or delivery of the brand promise?
  • Does it broadly and/or directly affect key audiences for your brand?
  • Could it significantly attract or disaffect customers and prospects?
  • Does it significantly affect organizational structure or alignment?
  • Could it materially affect the brand’s financial prospects?
  • Does it touch the heart of the core purpose, values, and/or vision of the organization?
  • Will the organization’s supply of resources or raw materials be dramatically affected?

The more questions you can answer in the affirmative, the more likely an issue is and should be addressed strategically.

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Mike Brown

Founder of The Brainzooming Group, and an expert on strategy, creativity, and innovation. Mike is a frequent speaker on innovation, strategic thinking, and social media.

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