Process Can’t Fix What Strategy Hasn’t Defined
Every thought, idea, or whim from leadership spirals into discussion and meetings.
Energy that should fuel execution gets consumed by endless debate.
Teams bounce from priority to priority, whiplashing as strategies shift with each new, shiny opportunity.
Well-intentioned teams will reach for process fixes: documented decision rights, new (and agile!) ways of working, or, our least favorite tool, the RACI, and then look up to find themselves *still* stuck in the cycle because these tactical fixes haven’t solved the problem.
You don’t need complex governance or processes to decide whether to jump on the latest TikTok trend – but you do need a clear strategy.
When your strategy and mission are clear, where you spend your time becomes instinctive. Teams are empowered to assess opportunities against consistent criteria and say "no" with confidence.
Ask yourself:
What do we actually care about?
What moments really matter for our brand?
Where should we be focused?
If these questions don't have immediate, clear answers that everyone agrees on, you don't have a process problem; you have a strategic problem.
And every downstream decision will feel impossible until you establish clear boundaries and priorities.
The key is to do this before the pressure of decision-making sets in.
Once you're in the room debating whether to invest seven figures in a Super Bowl spot, emotion, politics, and preference cloud judgment. But if your strategic filter is already in place, the call becomes straightforward.
The goal isn't perfect decisions; it’s consistent, strategically aligned decisions made with confidence and speed through all levels of the org.
We love leveraging Even/Over statements – a statement juxtaposing two positive things, where the former is prioritized over the latter – to help make these choices explicit and actionable.
But when your team collectively defines what matters most – what you'll prioritize even over other equally good options – you create shared understanding and alignment. Marketing becomes less about individual judgment calls and more about executing against agreed-upon principles that everyone helped establish.
👇 See below for a workshop format guiding you on how to create these with your team. (Heads-up: This framework forces direct and possibly difficult conversations upfront.)
How can we be sure we’re actually getting good at this?
Like any skill, strategic decision-making improves with practice, feedback, and the proper incentives. Organizations must actively incentivize teams to use the agreed upon Even/Over statements.
On a personal level, incorporate decision-making quality into feedback reviews and annual assessments.
- Did team members demonstrate the ability to evaluate opportunities against your strategic framework?
- Did they say no when appropriate, or did they try to chase everything?
At an organizational level, track things like decision velocity and quality.
- How quickly are teams moving from opportunity identification to yes-or-no decisions?
- How often do approved initiatives align with strategic priorities and deliver expected results?
- Are teams experiencing less decision fatigue and whiplash?
Revisit when business priorities shift. Things will come up that will test your Even/Overs and make you reconsider them. Check in at least quarterly and adjust as needed!
Socialize them thoroughly. With your boss, your peers, your agency partners, other vendors. Tell them: “this is what I’ll use to make calls. If you want to get approval on something, it’ll help to come with a rationale as to why this fits. If you want us to shift how we prioritize, then let’s discuss.”
It might sound like a lot of work, but we promise you this: The brands that will thrive aren't those with the biggest budgets or the most activations – they're the ones with the clearest sense of who they are and where they belong.
Start with strategy, build your filter, and give yourself permission to say no. Your future self will thank you.
Guide: Even/Over Workshop
Translating Strategy Into Action
Guide: Even / Over Workshop
An Even/Over statement contains two positive things, where the former is prioritized even over the latter.
Statements should be short and concise, and both the things should be equally good (this exercise doesn’t work if it’s a “good thing” even over a “bad thing”).
For example: “Growth even over profit” OR “Bold creative even over safe, proven formats”
The following is an exercise for helping teams translate an abstract or ineffective strategy into concrete priorities, creating a super specific filter for all future decisions.
Brainstorm Even / Over
- Engage in a team brainstorm as many “Even/Over” statements as possible
- Discuss the current tensions popping up in the work, the impossible choices
- Capture these statements in your shared space of choice
Vote
- Vote as a group to identify the three most critical “Even Over” statements (this may take a bit more time but try your best to be decisive!)
- Tip for Leaders: wait to share your perspective at the end to help finalize
Identify all of the work
- List out all projects that are currently in play in the org
Apply the Filter
- Use the top three “Even Over” statements to call things in or out
- This may cause some projects to be put on pause or deprioritized - that's okay!
If you want another run-through, check out this great video from our former Chief Strategy Officer, Clay Parker Jones. He has a way with words.
Let us know how it goes!
Even Over Workshop Materials
