Method

Backward planning as discipline.

We start at the decision that needs to happen. Not at the idea we happen to like.

/Schéma · 06 → 01

A map of decisions. Six nodes, one direction.

We start at the top with the decision that needs to happen. We end at the bottom with the first step we take today.

/01 · Start here/06DecisionOutcome · start here/05EvidenceWhat must be true/04NarrativeWhat must be heard/03ActorsWho decides/02MomentWhen it tips/01First stepWhat you do today
01
Chapter 01

Why most campaigns start in the wrong place

Standard procedure: we have a budget, a deadline, we come up with an idea. The problem is that nobody in the room said what the campaign needs to cause. Without that, every other choice is arbitrary.

02
Chapter 02

Backward planning

We start at the end. At the decision that needs to occur in the world. From there we derive: who decides, on what basis, when, and what must be true before that moment.

03
Chapter 03

Working with reality, not hypothesis

The hypothesis says: "If we say it loud enough, people will hear it." Reality says otherwise. Reality we measure: who listens to what, what they believe, when they change their mind and why.

04
Chapter 04

Data, monitoring, evaluation

Tracking discourse isn't a dashboard. It's a daily discipline. We know what changed, what was coincidence, what moved us, and what was merely noise.

05
Chapter 05

AI's role

AI extends attention. We can observe more, synthesise faster, notice patterns a human would miss. Judgement remains human.

06
Chapter 06

Launching a campaign vs. running one

Launching a campaign means publishing content. Running a campaign means deciding every day what to do differently based on what changed. We work in the second mode.

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