When Tactics Take the Spotlight
“A special effect without a story is a pretty boring thing.” ~ George Lucas (Creator of Star Wars)
Insights
Sep 23, 2025
I used to think I was being brilliant.
In meetings, I’d fire off executional ideas like a creative machine gun:
“We could do a pop-up activation in the city centre!”
“What if we partnered with that influencer who’s blowing up right now?”
“Let’s gamify the whole experience!”
Heads would nod. People would smile. The energy in the room would spike.
The problem?
I was giving away the how before we’d even agreed on the what.
I’d skipped the most important part of my job as a strategist: finding the big idea, the insight that ties everything together, the thing that makes all the tactics make sense.
Where This Happens (And It’s Everywhere)
If you’ve been in strategy, creative, marketing, or even product development, you’ve seen this play out:
In Brainstorms: Someone jumps straight to “Let’s make a TikTok challenge!” before anyone’s defined the audience or the message.
In Brand Strategy: The conversation starts with “We should refresh the logo” before understanding what the brand stands for.
In Product Development: Teams rush to add a feature because “competitors have it” without asking if customers actually want it.
In Pitches: The deck opens with “Here’s a cool idea” before showing the research or the insight that makes it relevant.
It’s not just juniors who do this. Senior people, even strategists, fall into the trap.
Why Do We Keep Jumping To Fire Ideas?
Jumping to tactics before the big idea is a mix of human psychology, organisational culture, and industry pressure.
Here’s the deeper breakdown:
1. The Seduction of the Tangible
Tactics are concrete. You can picture them instantly. They feel like “doing something.” The big idea, on the other hand, is abstract, it requires thinking, synthesis, and patience.
In 2017, Pepsi launched the Kendall Jenner protest ad. The execution was glossy, immediate, and visually striking, but it wasn’t anchored in a credible big idea. There was no deep cultural insight tying it together, so instead of connecting with audiences, it backfired spectacularly. Pepsi had the “special effect” without the “story,” to borrow George Lucas’s words.
2. Instant Gratification Bias
Our brains are wired to prefer immediate rewards over delayed ones. In creative and strategy sessions, throwing out a cool executional idea gets instant nods and energy. Finding the big idea? That’s delayed gratification, and it doesn’t give the same quick dopamine hit.
In the early days of Google+, Google rushed to launch features that mirrored Facebook’s, circles, hangouts, sparks, without first nailing the big idea of why people should use it. The result? A platform with plenty of “things to do” but no unifying reason to exist.
3. The Social Currency of ‘Cool’ Ideas
In group settings, executional ideas are easy to react to. They make you look creative in the moment. Big ideas, however, often require explanation, and they don’t always get the same instant applause.
Former Apple execs have shared that Steve Jobs would often shut down early executional suggestions in product meetings with a simple: “What’s the story?” He knew that without the narrative, the big idea, even the coolest feature would be meaningless.
4. Cultural Pressure to ‘Show Creativity’
In agencies, marketing teams, and product groups, there’s an unspoken pressure to prove your value by being “the one with ideas.” Tactics are visible proof. Strategy is invisible until it’s revealed — and that can make people nervous.
In 2014, Sony Pictures rushed to create marketing stunts for The Interview after the hacking scandal. The tactics were headline-grabbing, but without a clear, unifying narrative, the campaign felt reactive rather than purposeful.
5. Fear of the Blank Page
Sitting in ambiguity is uncomfortable. The big idea requires you to stay in that discomfort longer — to resist the urge to fill the silence with something concrete. Tactics are a way to escape that uncertainty.
When Yahoo tried to rebrand in 2013, they launched a flurry of visual changes and campaign executions without first agreeing on the core brand positioning. The result was a scattered identity that confused both employees and customers.
Don't just take my word for it, one of the most influential leaders in advertising strategy warned against execution without the big idea:
David Ogilvy:
“Big ideas are usually simple ideas.”
Ogilvy knew that the big idea is the foundation, and without it, tactics collapse.
And the cost?
Misaligned teams, wasted resources, and campaigns that might look good but don’t mean anything.
So What Now?
I had to train myself out of the “tactics first” habit. Here’s what works for me:
Ban Tactics in the First 30 Minutes
In early discussions, I literally say:
“Let’s not talk execution yet, let’s talk about the problem we’re solving.”
This keeps the focus on the insight hunt.
Start With the ‘Why’ Slide
In any presentation, my first “idea” slide is the big idea, the single sentence that explains the unifying thought. Tactics only come after.Make the Big Idea Visual
People struggle with abstraction. I use metaphors, simple diagrams, or one strong image to make the big idea feel as tangible as a tactic.Use the ‘Ladder Test’
For every tactic, I ask:
Does it ladder up to the big idea?
If I removed the big idea, would this tactic still make sense?
If the answer is yes to the second question, it’s probably not connected enough.
Celebrate the Insight, Not Just the Execution
In team settings, I make a point of praising when someone nails the why, not just the how. It shifts the culture over time.
Breaking the Habit in Your Organisation
If you want to stop the “tactics first” reflex:
Model the behaviour: start with insight in your own work.
Set meeting rules: no execution talk until the big idea is agreed.
Educate on the cost: show examples of campaigns that failed because they were tactic-led, not idea-led.
Reward patience: acknowledge when teams hold back on execution until the strategy is clear.
Final Thought
Tactics are fun. They’re the fireworks.
But the big idea? That’s the fuse. Without it, you just get random sparks that fizzle out.
As strategists, our job isn’t just to have ideas, it’s to make sure every idea has a reason to exist.
So next time you feel that rush to blurt out the perfect execution, pause. Ask yourself:
“What’s the thought that ties it all together?”
Because in strategy, every detail matters, and the biggest detail of all is the one that makes everything else make sense.
More to Discover
When Tactics Take the Spotlight
“A special effect without a story is a pretty boring thing.” ~ George Lucas (Creator of Star Wars)
Insights
Sep 23, 2025
I used to think I was being brilliant.
In meetings, I’d fire off executional ideas like a creative machine gun:
“We could do a pop-up activation in the city centre!”
“What if we partnered with that influencer who’s blowing up right now?”
“Let’s gamify the whole experience!”
Heads would nod. People would smile. The energy in the room would spike.
The problem?
I was giving away the how before we’d even agreed on the what.
I’d skipped the most important part of my job as a strategist: finding the big idea, the insight that ties everything together, the thing that makes all the tactics make sense.
Where This Happens (And It’s Everywhere)
If you’ve been in strategy, creative, marketing, or even product development, you’ve seen this play out:
In Brainstorms: Someone jumps straight to “Let’s make a TikTok challenge!” before anyone’s defined the audience or the message.
In Brand Strategy: The conversation starts with “We should refresh the logo” before understanding what the brand stands for.
In Product Development: Teams rush to add a feature because “competitors have it” without asking if customers actually want it.
In Pitches: The deck opens with “Here’s a cool idea” before showing the research or the insight that makes it relevant.
It’s not just juniors who do this. Senior people, even strategists, fall into the trap.
Why Do We Keep Jumping To Fire Ideas?
Jumping to tactics before the big idea is a mix of human psychology, organisational culture, and industry pressure.
Here’s the deeper breakdown:
1. The Seduction of the Tangible
Tactics are concrete. You can picture them instantly. They feel like “doing something.” The big idea, on the other hand, is abstract, it requires thinking, synthesis, and patience.
In 2017, Pepsi launched the Kendall Jenner protest ad. The execution was glossy, immediate, and visually striking, but it wasn’t anchored in a credible big idea. There was no deep cultural insight tying it together, so instead of connecting with audiences, it backfired spectacularly. Pepsi had the “special effect” without the “story,” to borrow George Lucas’s words.
2. Instant Gratification Bias
Our brains are wired to prefer immediate rewards over delayed ones. In creative and strategy sessions, throwing out a cool executional idea gets instant nods and energy. Finding the big idea? That’s delayed gratification, and it doesn’t give the same quick dopamine hit.
In the early days of Google+, Google rushed to launch features that mirrored Facebook’s, circles, hangouts, sparks, without first nailing the big idea of why people should use it. The result? A platform with plenty of “things to do” but no unifying reason to exist.
3. The Social Currency of ‘Cool’ Ideas
In group settings, executional ideas are easy to react to. They make you look creative in the moment. Big ideas, however, often require explanation, and they don’t always get the same instant applause.
Former Apple execs have shared that Steve Jobs would often shut down early executional suggestions in product meetings with a simple: “What’s the story?” He knew that without the narrative, the big idea, even the coolest feature would be meaningless.
4. Cultural Pressure to ‘Show Creativity’
In agencies, marketing teams, and product groups, there’s an unspoken pressure to prove your value by being “the one with ideas.” Tactics are visible proof. Strategy is invisible until it’s revealed — and that can make people nervous.
In 2014, Sony Pictures rushed to create marketing stunts for The Interview after the hacking scandal. The tactics were headline-grabbing, but without a clear, unifying narrative, the campaign felt reactive rather than purposeful.
5. Fear of the Blank Page
Sitting in ambiguity is uncomfortable. The big idea requires you to stay in that discomfort longer — to resist the urge to fill the silence with something concrete. Tactics are a way to escape that uncertainty.
When Yahoo tried to rebrand in 2013, they launched a flurry of visual changes and campaign executions without first agreeing on the core brand positioning. The result was a scattered identity that confused both employees and customers.
Don't just take my word for it, one of the most influential leaders in advertising strategy warned against execution without the big idea:
David Ogilvy:
“Big ideas are usually simple ideas.”
Ogilvy knew that the big idea is the foundation, and without it, tactics collapse.
And the cost?
Misaligned teams, wasted resources, and campaigns that might look good but don’t mean anything.
So What Now?
I had to train myself out of the “tactics first” habit. Here’s what works for me:
Ban Tactics in the First 30 Minutes
In early discussions, I literally say:
“Let’s not talk execution yet, let’s talk about the problem we’re solving.”
This keeps the focus on the insight hunt.
Start With the ‘Why’ Slide
In any presentation, my first “idea” slide is the big idea, the single sentence that explains the unifying thought. Tactics only come after.Make the Big Idea Visual
People struggle with abstraction. I use metaphors, simple diagrams, or one strong image to make the big idea feel as tangible as a tactic.Use the ‘Ladder Test’
For every tactic, I ask:
Does it ladder up to the big idea?
If I removed the big idea, would this tactic still make sense?
If the answer is yes to the second question, it’s probably not connected enough.
Celebrate the Insight, Not Just the Execution
In team settings, I make a point of praising when someone nails the why, not just the how. It shifts the culture over time.
Breaking the Habit in Your Organisation
If you want to stop the “tactics first” reflex:
Model the behaviour: start with insight in your own work.
Set meeting rules: no execution talk until the big idea is agreed.
Educate on the cost: show examples of campaigns that failed because they were tactic-led, not idea-led.
Reward patience: acknowledge when teams hold back on execution until the strategy is clear.
Final Thought
Tactics are fun. They’re the fireworks.
But the big idea? That’s the fuse. Without it, you just get random sparks that fizzle out.
As strategists, our job isn’t just to have ideas, it’s to make sure every idea has a reason to exist.
So next time you feel that rush to blurt out the perfect execution, pause. Ask yourself:
“What’s the thought that ties it all together?”
Because in strategy, every detail matters, and the biggest detail of all is the one that makes everything else make sense.
More to Discover
When Tactics Take the Spotlight
“A special effect without a story is a pretty boring thing.” ~ George Lucas (Creator of Star Wars)
Insights
Sep 23, 2025
I used to think I was being brilliant.
In meetings, I’d fire off executional ideas like a creative machine gun:
“We could do a pop-up activation in the city centre!”
“What if we partnered with that influencer who’s blowing up right now?”
“Let’s gamify the whole experience!”
Heads would nod. People would smile. The energy in the room would spike.
The problem?
I was giving away the how before we’d even agreed on the what.
I’d skipped the most important part of my job as a strategist: finding the big idea, the insight that ties everything together, the thing that makes all the tactics make sense.
Where This Happens (And It’s Everywhere)
If you’ve been in strategy, creative, marketing, or even product development, you’ve seen this play out:
In Brainstorms: Someone jumps straight to “Let’s make a TikTok challenge!” before anyone’s defined the audience or the message.
In Brand Strategy: The conversation starts with “We should refresh the logo” before understanding what the brand stands for.
In Product Development: Teams rush to add a feature because “competitors have it” without asking if customers actually want it.
In Pitches: The deck opens with “Here’s a cool idea” before showing the research or the insight that makes it relevant.
It’s not just juniors who do this. Senior people, even strategists, fall into the trap.
Why Do We Keep Jumping To Fire Ideas?
Jumping to tactics before the big idea is a mix of human psychology, organisational culture, and industry pressure.
Here’s the deeper breakdown:
1. The Seduction of the Tangible
Tactics are concrete. You can picture them instantly. They feel like “doing something.” The big idea, on the other hand, is abstract, it requires thinking, synthesis, and patience.
In 2017, Pepsi launched the Kendall Jenner protest ad. The execution was glossy, immediate, and visually striking, but it wasn’t anchored in a credible big idea. There was no deep cultural insight tying it together, so instead of connecting with audiences, it backfired spectacularly. Pepsi had the “special effect” without the “story,” to borrow George Lucas’s words.
2. Instant Gratification Bias
Our brains are wired to prefer immediate rewards over delayed ones. In creative and strategy sessions, throwing out a cool executional idea gets instant nods and energy. Finding the big idea? That’s delayed gratification, and it doesn’t give the same quick dopamine hit.
In the early days of Google+, Google rushed to launch features that mirrored Facebook’s, circles, hangouts, sparks, without first nailing the big idea of why people should use it. The result? A platform with plenty of “things to do” but no unifying reason to exist.
3. The Social Currency of ‘Cool’ Ideas
In group settings, executional ideas are easy to react to. They make you look creative in the moment. Big ideas, however, often require explanation, and they don’t always get the same instant applause.
Former Apple execs have shared that Steve Jobs would often shut down early executional suggestions in product meetings with a simple: “What’s the story?” He knew that without the narrative, the big idea, even the coolest feature would be meaningless.
4. Cultural Pressure to ‘Show Creativity’
In agencies, marketing teams, and product groups, there’s an unspoken pressure to prove your value by being “the one with ideas.” Tactics are visible proof. Strategy is invisible until it’s revealed — and that can make people nervous.
In 2014, Sony Pictures rushed to create marketing stunts for The Interview after the hacking scandal. The tactics were headline-grabbing, but without a clear, unifying narrative, the campaign felt reactive rather than purposeful.
5. Fear of the Blank Page
Sitting in ambiguity is uncomfortable. The big idea requires you to stay in that discomfort longer — to resist the urge to fill the silence with something concrete. Tactics are a way to escape that uncertainty.
When Yahoo tried to rebrand in 2013, they launched a flurry of visual changes and campaign executions without first agreeing on the core brand positioning. The result was a scattered identity that confused both employees and customers.
Don't just take my word for it, one of the most influential leaders in advertising strategy warned against execution without the big idea:
David Ogilvy:
“Big ideas are usually simple ideas.”
Ogilvy knew that the big idea is the foundation, and without it, tactics collapse.
And the cost?
Misaligned teams, wasted resources, and campaigns that might look good but don’t mean anything.
So What Now?
I had to train myself out of the “tactics first” habit. Here’s what works for me:
Ban Tactics in the First 30 Minutes
In early discussions, I literally say:
“Let’s not talk execution yet, let’s talk about the problem we’re solving.”
This keeps the focus on the insight hunt.
Start With the ‘Why’ Slide
In any presentation, my first “idea” slide is the big idea, the single sentence that explains the unifying thought. Tactics only come after.Make the Big Idea Visual
People struggle with abstraction. I use metaphors, simple diagrams, or one strong image to make the big idea feel as tangible as a tactic.Use the ‘Ladder Test’
For every tactic, I ask:
Does it ladder up to the big idea?
If I removed the big idea, would this tactic still make sense?
If the answer is yes to the second question, it’s probably not connected enough.
Celebrate the Insight, Not Just the Execution
In team settings, I make a point of praising when someone nails the why, not just the how. It shifts the culture over time.
Breaking the Habit in Your Organisation
If you want to stop the “tactics first” reflex:
Model the behaviour: start with insight in your own work.
Set meeting rules: no execution talk until the big idea is agreed.
Educate on the cost: show examples of campaigns that failed because they were tactic-led, not idea-led.
Reward patience: acknowledge when teams hold back on execution until the strategy is clear.
Final Thought
Tactics are fun. They’re the fireworks.
But the big idea? That’s the fuse. Without it, you just get random sparks that fizzle out.
As strategists, our job isn’t just to have ideas, it’s to make sure every idea has a reason to exist.
So next time you feel that rush to blurt out the perfect execution, pause. Ask yourself:
“What’s the thought that ties it all together?”
Because in strategy, every detail matters, and the biggest detail of all is the one that makes everything else make sense.