Forging connections

By being mindful of both the big picture and the minute details, we help you to communicate more clearly to both external and internal constituencies. By integrating strategy, design, technology, operations, people, and materials, we help you to...

Connect strategy to operational implementation.

For a strategy to be of value, it needs to be understood, embraced, and effectively implemented within an organization. A strategy out of sync with an organization's vision, resources, or culture will just gather metaphorical (and real) dust.

Connect communications to each other.

If each communication builds on, and reinforces, every other, your audiences will "learn" what you want them to "know" faster and at lower cost—and you're more likely to move people to make decisions in your favor.

Connect and integrate communications across media. One medium to another.

A website is not a podium sign; a tradeshow is not a brochure; but if your communications are based on a common set of principles—informed by shared verbal and visual thinking—they'll create a coherent communication path. And each piece will achieve its tactical goal and work hard to build your image and brand.

Content to constituencies to create resonance.

Different audiences have different levels of understanding and interest—and are looking for information in different places and formats. Audiences in different countries have different conventions and expectations. It's important that your communications meet people where they are coming from.

Connect communications to points in the sales cycle.

Whether you are a cultural institution raising money, a financial services company promoting a new product, or a professional services firm seeking new engagements, there is a sales cycle. Having the right communications for these different opportunities ensures that you won't be empty-handed for a final presentation—or overwhelm the prospect at a first meeting.

Connect people to people—building bridges across "silos".

Across the hall or across the ocean, organizations often have "silos" in which well-meaning people toil independently to communicate to "their" audiences. The result: a diffuse set of materials and messages that contribute to a diffuse image—and lower external and internal comprehension and conviction. Making sure that thinking, operational initiatives, and tools build bridges across silos saves money, accomplishes more, builds internal commitment, encourages cross-selling, and improves morale.

Connect strategy to design and technology.

Effective communications are team efforts: strategy needs to evolve from the right conversations; people need to become invested; strategy needs to be iterated visually and verbally; technology needs to part of the solution—looking both inward and outward.

Connect communications to an organization's resources and culture.

Designing a "house" that you can't afford to build or maintain is never a good idea. Communication programs need to be in sync with an organization's resources (people, hardware, software, money, timeframes) and with its culture. If what is needed is beyond current resources, crafting a master plan that can be implemented over time keeps everyone on course and helps to ensure that pieces iterated even years later will reinforce earlier efforts.

Connect product to process.

Communications are about product and process. It's important to have products that are effective—communications in which you can take pride—but it's also important to create a framework and process in which people enjoy participating. A great product borne of a horrible process is no longer a great product.

Connect inside to outside for self-sufficiency.

While it makes sense to retain outside communications counsel (like us!) to evolve a strategy and communications architecture—and to create targeted print and digital communications—it's equally important that the staff within your organization have the thinking, tools, and training to keep the system healthy and evolving.

Connect operations back to strategy.

Putting strategy in front of iteration always makes sense. But strategy is not static, and once developed, it shouldn't be "shelved." Once a system is up and running there is much to measure and learn that cycles back to inform strategy. Communicating is a process, not an event.