If your teams are struggling with what to write, and how to get everything and everyone working in-sync, my Writing for Alignment training program will help. Here’s a taste of what you’ll take away.

A typical plan-on-a-page says here’s where we’re going and what we’ll do. But without a tangible path to execution, these plans often end up as a tick-the-box process. Use these three tips to ensure you have a real, pragmatic roadmap instead.

When it helps to consider what could be around the corner or coming out of left-field, there is one question you will want to ask. Read on for what it is—and what to do next.

If your team is about to create a new brand or reinvent your existing one, embrace thinking about your competition as well as your own company. It’s not about basing your future direction on theirs. But factoring them in may sharpen your strategy.

A shared vision and understanding of the process to bring it alive: The two fundamentals your people need to move forward together. This one question will shed light on whether you have alignment—and who to invest in, if the answer is “not yet.”

It’s rare to get it right straight out of the gate. So it’s risky to take your freshly born brand, messaging, product or platform and present it to your most important customers. Here’s how to protect your revenue stream while finessing your work.

Delivering customer value by aligning the intersections of business, brand and marketing can be faster and more realistic than solving silos. Here are three ways to do it.

This common symptom is a sign your business, brand and marketing strategies are out of alignment. Here’s how to solve it so your content and campaigns deliver tangible value.

To get collective returns from your business, brand and marketing you don’t just need big ideas. You also need a practical, strategic operating system to align the multiple assets, people and processes involved in bringing those ideas to life.

Most businesses are betting on that one big thing to survive or thrive. But with a recession on the horizon, this isn’t the time for tunnel vision. Here’s what to do instead.

Consumers are rethinking what value for money means right now. How can brands reframe frugality so it’s not about limits or losing? Can less really be best?

There’s more than one way to deliver what the world needs next. Problems don’t follow category distinctions and linear lines of thinking. So why should you?

Innovation doesn’t always look like turning a market on its head. A horizontal stretch to serve new categories, consumers, customers or channels can often be more rapid and realistic.

Cash is now expensive and customers are belt-tightening—but there’s still opportunity. What does this look like for your business and brand?

The need for big ideas and fluid approaches has never been greater. Yet plenty still subscribe to traditional thinking about those they work with—and it’s keeping them stuck.

Simply wanting things to change isn’t enough. We need to know how change actually happens—and how that differs according to what we believe and the context we find ourselves in.

A single plan for what to do next isn’t enough. The best strategy is multiple strategies—and this one attribute that will drive success no matter your situation.