{"id":1871,"date":"2024-06-12T19:34:08","date_gmt":"2024-06-12T19:34:08","guid":{"rendered":"https:\/\/draftdigital.nl\/?post_type=blog&p=1871"},"modified":"2024-06-24T09:50:38","modified_gmt":"2024-06-24T09:50:38","slug":"tactiek-digital","status":"publish","type":"blog","link":"https:\/\/draftdigital.nl\/en\/blog\/tactiek-digital\/","title":{"rendered":"Why Tactics Are Important in Your Digital Organization"},"content":{"rendered":"

Tactics can feel like an interim step, or a stopgap, between execution and strategy. And in a way, that\u2019s true, because strategy and execution often don\u2019t align well. The strategist is highly visionary, looking a year or more into the future, while execution is focused on day\u2011to\u2011day work. Because one is long\u2011term and the other short\u2011term, these two fronts can clash, impacting overall business performance. That\u2019s where tactics play a vital role.<\/p>\n\n\n\n

What Are Strategy and Operations?<\/strong><\/h2>\n\n\n\n

Strategy<\/strong><\/h3>\n\n\n\n

What Is Strategy, Exactly? A strategy is a plan to achieve a specific goal. It\u2019s designed for the long term and generally involves making decisions about how to allocate resources, like time, money, staff, and areas such as marketing and media. A strong strategy takes into account an organization\u2019s strengths and weaknesses, as well as external factors like market trends and competition. It\u2019s also important for a strategy to be flexible enough to adapt to short\u2011term circumstances.<\/p>\n\n\n\n

Operations<\/strong><\/h3>\n\n\n\n

Operations, or execution, refers to the design, planning, implementation, and monitoring of an organization\u2019s daily activities to achieve its objectives. This includes managing production and distribution, as well as executing marketing or media efforts. For example, creating campaign materials or running SEA campaigns. Effective operations play a crucial role in reaching an organization\u2019s goals, such as boosting productivity, reducing costs, and improving quality.<\/p>\n\n\n\n

What are the differences between strategy and operations?<\/strong><\/h2>\n\n\n\n

As you can imagine, there are many differences between strategy and operations. These are listed below:<\/p>\n\n\n\n

Objectives<\/strong><\/em><\/h4>\n\n\n\n

Strategy is aimed at achieving long\u2011term objectives, while operations focus on reaching short\u2011term goals. Think of company growth versus reducing the display cost\u2011per\u2011click. <\/p>\n\n\n\n

Timeframe<\/strong><\/em><\/h4>\n\n\n\n

Strategy has a long\u2011term focus and is future\u2011oriented, while operations revolve around the daily activities and processes required to keep the business running. In social campaigns, for example, daily budget adjustments are often made to optimize performance, whereas strategy operates more on a QBR (Quarterly Business Review) level, assessing overall impact on metrics like market share.<\/p>\n\n\n\n

Flexibility<\/strong><\/em><\/h4>\n\n\n\n

Strategy is generally more flexible, as it aims to respond to changing circumstances, whereas operations tend to focus on maintaining established processes and procedures. Even though execution needs to be closely monitored, large\u2011scale changes aren\u2019t implemented quickly within operational teams.<\/p>\n\n\n\n

In short, strategy is about setting direction and choosing the best path to get there, while operations is about executing tasks and processes to run the daily work of an organization and achieving short\u2011term objectives.<\/p>\n\n\n\n

Are There Differences Between People Working in Strategy and Operations?<\/strong><\/h2>\n\n\n\n

Logically, strategists and specialists (execution) have very different roles, and this can affect how effectively they work together. It\u2019s important to be aware of this, as it forms the bridge toward tactics.<\/p>\n\n\n\n

Specialists have the practical skills and knowledge needed to carry out the daily activities of an organization. They must be able to work within defined processes, solve operational problems, and focus on performance. This often requires deep channel expertise and a strong focus on execution.<\/p>\n\n\n\n

People in strategy generally have a broad understanding of the market and the sector in which the organization operates. They must be able to analyze trends and developments to design strategies that create a competitive advantage.<\/p>\n\n\n\n

These differences in mindset can lead to miscommunication. Here are a few examples: <\/p>\n\n\n\n

Objectives and Priorities<\/strong><\/em><\/h4>\n\n\n\n

Specialists and strategists have different perspectives and priorities, which can cause confusion about an organization\u2019s objectives and strategies.<\/p>\n\n\n\n

Information Gathering<\/strong><\/em><\/h4>\n\n\n\n

The information used by specialists and strategists can be very different, leading to differing conclusions and decisions that don\u2019t always match operational reality.<\/p>\n\n\n\n

Lack of Collaboration<\/strong><\/em><\/h4>\n\n\n\n

Specialists and strategists can focus too much on their own work and responsibilities, working in silos and failing to communicate effectively. This can result in misalignment and inefficient execution.<\/p>\n\n\n\n

Language Barriers <\/strong><\/h4>\n\n\n\n

Specialists and strategists often use different terminology and jargon, which can create confusion and misunderstandings.<\/p>\n\n\n\n

Translating Strategy Into Operations<\/strong><\/h2>\n\n\n\n

For a strategy to be implemented successfully, an organization must focus on a number of key areas: <\/p>\n\n\n\n

Leadership<\/strong><\/em><\/h4>\n\n\n\n

Leaders must support and drive the strategy. They must be able to clearly communicate the vision and objectives of the organization and inspire staff to rally behind them. Without the right leadership, a strategy will be incomplete and cannot be executed effectively.<\/p>\n\n\n\n

People and Culture<\/strong><\/em><\/h4>\n\n\n\n

People are the key to making a strategy work. It\u2019s crucial to hire and retain the right people and to foster a culture of collaboration and engagement. Without the right people, even the best strategy will fail. <\/p>\n\n\n\n

Resources<\/strong><\/em><\/h4>\n\n\n\n

Adequate resources, including financial, technological, and personnel, must be available to implement the strategy. Think of tools like a marketing technology stack in the cloud or the right staff assigned to support a strategic initiative.<\/p>\n\n\n\n

Measurement<\/h4>\n\n\n\n

Measurable objectives must be set to track and assess the progress of the strategy. This allows for timely adjustments when needed. Since strategists and operational teams often work with different KPIs, this can cause confusion. For example, business objectives might be measured differently from channel\u2011level metrics such as ROAS.<\/p>\n\n\n\n

Communication<\/strong><\/em><\/h4>\n\n\n\n

Effective communication is vital for aligning staff and creating buy\u2011in. This doesn\u2019t just mean informing staff, but also inviting feedback and input. Frequently, communication becomes one\u2011to\u2011many, making it harder for staff to understand, ask questions, or provide feedback.<\/p>\n\n\n\n

We believe that every person or leader has the potential to be effective within an organization. However, it\u2019s often the areas of resources, measurement, and communication where things go wrong, causing people to be unable to realize their full potential.\n\nFor strategists, setting this up for the operational teams can be challenging, both due to a lack of knowledge and constraints such as time and availability. This is where tactics come into play.<\/p>\n\n\n\n

What Is Tactics?<\/strong><\/h2>\n\n\n\n

Reflecting on the sections above, it\u2019s clear that there are significant differences between strategy and execution. This is why tactics are so critical.<\/p>\n\n\n\n

Tactics are the glue that holds strategy and execution together. They create synergy between these differing ways of thinking and working.\n\nTactics are the concrete actions, measurements, communication methods, and resources used to implement a strategy and overcome specific challenges and obstacles. They\u2019re vital for ensuring a strategy is executed effectively.\n\nHere are a few examples:<\/p>\n\n\n\n

An Annual Plan<\/strong><\/h4>\n\n\n\n

Most businesses create an annual plan that sets out the strategies required to achieve that year\u2019s objectives. This plan is developed by strategists but executed by specialists. Since an annual plan consists of many activities with varying timelines, it needs to be broken down into manageable projects that operational teams can focus on, aligning long\u2011term goals with short\u2011term objectives.<\/p>\n\n\n\n

If operational teams have complete autonomy, their focus will be exclusively on short\u2011term goals, potentially ignoring long\u2011term objectives. For example, making a process more sustainable might reduce short\u2011term performance, making it harder for the team to hit their immediate targets. Without effective tactics, long\u2011term sustainability goals can fail.  <\/p>\n\n\n\n

A tactician ensures that objectives, resources, and communication flow seamlessly between strategy and execution. They oversee the projects and translate long\u2011term aims into short\u2011term operational objectives, aligning both the messaging and the execution.<\/p>\n\n\n\n

A Media Campaign<\/strong><\/h4>\n\n\n\n

A media campaign is often used to achieve a marketing objective, for example, increasing brand awareness. In this context, media planning occurs within the strategic phase, focusing on allocating the right budgets across channels. <\/p>\n\n\n\n

Meanwhile, operational teams focus on channel execution (such as TV, radio, SEA, SEO, or display). <\/p>\n\n\n\n

Each channel operates with its own KPIs, making it challenging for specialists to adjust their tactics for the overall campaign goal. <\/p>\n\n\n\n

Without a tactician providing a KPI framework, operational teams might optimize for the wrong metrics, focusing too narrowly on channel\u2011level results.<\/p>\n\n\n\n

A Data Infrastructure<\/strong><\/h4>\n\n\n\n

Data is often called the new gold, making a robust data infrastructure a priority. Many companies use CDPs (customer data platforms) to centralize CRM data, digital advertising metrics, and audience characteristics. Improving data infrastructure can be a strong long\u2011term strategy, but data has no value if it can\u2019t be used effectively for analysis and activation. Here, a tactician ensures that stored data can be leveraged in daily execution, extracting its true value.<\/p>\n\n\n\n

An Email Strategy<\/strong><\/h4>\n\n\n\n

Many businesses use marketing technologies for sending emails, platforms that enable advanced hyper\u2011personalization. Strategies often revolve around these capabilities. However, program managers frequently work with sales targets, making it tempting to send mass emails instead of highly tailored messages. <\/p>\n\n\n\n

A tactician can bridge the gap by introducing metrics beyond sales, such as open rate, unsubscribe rate, conversion rate, and click\u2011to\u2011open rate. This ensures a focus on quality and long\u2011term impact, not just short\u2011term sales.<\/p>\n\n\n\n

Tactical Communication<\/strong><\/h2>\n\n\n\n

Communication is one of the biggest reasons why strategies fail. Misinterpretation occurs when strategy and execution aren\u2019t aligned, or when one\u2011to\u2011many communication replaces dialogue. <\/p>\n\n\n\n

One\u2011to\u2011many communication<\/strong><\/h4>\n\n\n\n

One\u2011to\u2011many communication often leaves little room for feedback, creating confusion and misunderstanding. An example is an organization\u2011wide update from the Board with no space for interaction.\n\nHere, tactics are crucial. They bridge the gap between strategy and execution, ensuring operational teams understand objectives, methods, and responsibilities. <\/p>\n\n\n\n

Group Size<\/strong><\/h4>\n\n\n\n

An important consideration for tactical communication is group size. Studies show that ideal group sizes range from 4\u20139 people for solving problems and achieving objectives effectively. In larger groups, efficiency declines and problem\u2011solving becomes slower.\n\nSpotify, for example, uses a structure of Squads, Tribes, Chapters, and Guilds: Spotify<\/a> te werk gaat. Deze werken met Tribes, Squads, Chapters en Guilds. Elk van de teams heeft zijn eigen waarde.<\/p>\n\n\n\n

Squad<\/strong><\/h5>\n\n\n\n

Squads focus on a specific mission or part of a product, working in short sprints.<\/p>\n\n\n\n

Tribe<\/strong><\/h4>\n\n\n\n

Tribes comprise multiple squads aligned to an overarching product or business goal.<\/p>\n\n\n\n

Chapter<\/strong><\/h4>\n\n\n\n

Chapters are groups of people within a specific discipline (engineering, design, marketing) that share best practices and expertise.<\/p>\n\n\n\n

Guild<\/strong><\/h4>\n\n\n\n

Guilds are informal groups with a common interest (e.g., diversity, agile working, or hobbies), regardless of discipline.<\/p>\n\n\n\n

This approach allows teams to stay adaptable, scale effectively, and respond quickly to changes in products and customer needs.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Conclusion<\/strong><\/h2>\n\n\n\n

In this blog, we\u2019ve explored why tactics are vital as the bridge between strategy and execution. We\u2019ve highlighted the differences between the two, such as objectives, timeframe, scope, and flexibility, and examined how strategists and specialists think and work differently, leading to communication and alignment issues. <\/p>\n\n\n\n

We\u2019ve also explained the elements required to translate a strategy effectively into operational terms, focusing on leadership, people and culture, resources, measurement, and communication.<\/p>\n\n\n\n

They enable clear communication between strategists and operational teams, making sure both understand the objectives, resources, and metrics required.<\/p>\n\n\n\n

Tactics play an essential role in making sure long\u2011term strategic objectives are broken down into actionable short\u2011term operational tasks.<\/p>\n\n\n\n

With effective tactics, an organization can bridge the gap between long\u2011term vision and short\u2011term execution.<\/p>\n\n\n\n

If you find this interesting, sign up for our newsletter<\/a> and if you\u2019d like to discuss this further, feel free to get in touch get in touch with us<\/a> .<\/p>","protected":false},"featured_media":1934,"template":"","categories":[49,52],"class_list":["post-1871","blog","type-blog","status-publish","has-post-thumbnail","hentry","category-strategy-maturity","category-tactics"],"_links":{"self":[{"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/blog\/1871","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/blog"}],"about":[{"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/types\/blog"}],"version-history":[{"count":3,"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/blog\/1871\/revisions"}],"predecessor-version":[{"id":1878,"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/blog\/1871\/revisions\/1878"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/media\/1934"}],"wp:attachment":[{"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/media?parent=1871"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/draftdigital.nl\/en\/wp-json\/wp\/v2\/categories?post=1871"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}