The 1-Page PR Strategy | The PR Blog

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The 1‑Page PR Strategy
Good Strategy, Bad Strategy
Spin’s PR School: Free Strategy PR Course

I often use the 1‑page PR strategy template.

The idea of a “1‑page PR strategy” aligns with Richard Rumelt’s advocacy for clarity and conciseness in strategic planning. In its boiled-down format, it’s all about strengths against weaknesses.

Here we go:

The 1‑Page PR Strategy

My inspiration for writing “no-bullshit” strategies comes from the classic “Good Strategy, Bad Strategy: The Difference and Why It Matters” by Richard Rumelt. ¹Rumelt, R. P. (2011). Good Strategy, Bad Strategy: The Difference and Why It Matters. Crown Business.

“The most basic idea of strategy is the application of strength against weakness. Or, if you prefer, strength applied to the most promising opportunity.”
Source: Good Strategy, Bad Strategy: The Difference and Why It Matters ²Rumelt, R. P. (2011). Good Strategy, Bad Strategy: The Difference and Why It Matters. Crown Business.

By applying strength against weakness, the 1‑page PR strategy focuses on how to win.

The magical PR question: Do we know how to win and defeat our competitors?

It’s asymmetric warfare.

Asymmetric warfare (mental model). This refers to conflict between parties of unequal strength, where the weaker party uses unconventional tactics to exploit the vulnerabilities of the stronger opponent. It’s often discussed in military and business contexts.

How To Write a 1‑Page PR Strategy

Here’s how you can write a 1‑page PR strategy that fits one page — using the mythical battle between David and Goliath as an analogy:

1. Diagnosis

David can’t beat Goliath using his size or raw strength, but he has an advantage in speed and accuracy from a distance.

2. Guiding Policy

David shouldn’t engage in close combat but rather use tools that will allow him to strike from a distance.

3. Coherent Actions

David shouldn’t use any heavy armour because that would slow him down.
David should use a slingshot, a weapon he is familiar with and can strike from a distance.
David should leverage the surprise element and not advertise his advantage beforehand.

If you write 1 – 2 clear sentences per bullet, your strategy should fit nicely on one page.

Albert Einstein

“If you can’t explain it simply, you don’t understand it well enough.”

Learn more: The 1‑Page PR Strategy

Good Strategy, Bad Strategy

“Good Strategy, Bad Strategy: The Difference and Why It Matters” by Richard Rumelt is a significant work in strategic planning and management. The book, published in 2011, clearly distinguishes between what constitutes a good strategy and what falls into the category of a bad strategy. ³Rumelt, R. P. (2011). Good Strategy, Bad Strategy: The Difference and Why It Matters. Crown Business.

“A good strategy honestly acknowledges the challenges being faced and provides an approach to overcoming them.”
Source: Good Strategy, Bad Strategy: The Difference and Why It Matters ⁴Rumelt, R. P. (2011). Good Strategy, Bad Strategy: The Difference and Why It Matters. Crown Business.

Here’s a summary of the book’s key concepts:

Defining strategy. Rumelt defines strategy as a coherent set of analyses, concepts, policies, arguments, and actions that respond to a high-stakes challenge. He emphasizes that a good strategy is not just ambitious goals or visionary planning; it focuses energy and resources on how to win.
The kernel of good strategy. According to Rumelt, a good strategy has a simple structure he calls the “kernel,” consisting of three parts: a diagnosis that defines the nature of the challenge, a guiding policy for dealing with the challenge, and a set of coherent actions designed to carry out the guiding policy.
Identifying bad strategy. Rumelt identifies the hallmarks of bad strategy, which include platitudes and corporate cringe (jargon and buzzwords), failure to face the challenge of how to win, mistaking goals for strategy, and bad strategic objectives. He argues that bad strategy is not simply the absence of a good strategy but a series of misguided approaches.
The role of leadership: The author stresses the importance of leadership in strategy formulation. A good strategist must identify and focus on critical issues, make tough choices, and engage the entire organisation in a strategy that works in the real world.
Implementing strategy. The book provides insights into crafting and implementing a strategy, emphasising the need for clear thinking, insightful diagnosis, and decisive actions.

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