03
Service 03
Strategic communicationsMake complex change clear, credible and useful.
Narrative, messaging and engagement work for organisations that need to explain a technical, policy-heavy or politically sensitive issue.
Typical duration2–6 weeks
Typical feeFrom £3,500
Designed forLeadership, communications and public-affairs teams that need one coherent story across internal, customer, stakeholder and public audiences.
The questions
The work starts witha decision, not a deliverable.
The scope is designed around the smallest useful set of questions needed to make a confident next move. Open a question to see what the work tests.
Audience needs are defined in behavioural terms, giving the narrative a clear job beyond simply raising awareness.
Existing language, evidence and stakeholder reactions are reviewed to find ambiguity, overclaiming, contradiction and avoidable political sensitivity.
Claims are matched to proof, provenance and appropriate confidence so the story is persuasive without outrunning the evidence.
The core narrative stays stable while emphasis, language, format and calls to action are adapted to each audience and moment.
What changes
A sharper answer.A usable route forward.
Tap or click each outcome to see what it means inside the organisation.
A clear organising idea and message hierarchy help colleagues explain the issue consistently without relying on a script.
Customers, government, partners, employees and public audiences each receive the context and proof that matter to them.
Channels and moments are chosen because they move a specific audience, with clear ownership and sequencing rather than an activity list.
Teams leave with usable briefings, copy, talking points and content structures that can move directly into delivery.
Typical outputs
Open an output to see how it supports the decision.
The organising story, audience promise, message hierarchy, proof points and language guardrails in one usable system.
A prioritised view of who matters, what shapes their response, the action required and the best route to engagement.
A practical plan linking audiences and messages to formats, moments, owners and the content that must be created.
Priority materials are drafted in the agreed voice so the strategy becomes visible in real communications, not just a framework.
A sequenced route through internal alignment, stakeholder engagement, content production and external activation.
Final outputs are agreed in the scope and built to be used—not filed.
How it runs
Four disciplinedmoves.
A visible process keeps the work focused while leaving room to follow the evidence.
01Understand the issue
Interrogate the evidence, sensitivities, audience context and decisions the communications must support.
Build the narrative
Create a clear organising idea, message hierarchy and proof structure.
Adapt by audience
Translate the core story for customers, government, partners, media, employees or communities.
Plan activation
Set out the content, channels, moments and ownership needed to put the narrative to work.
Start a conversation
Could strategic communications unlock the next move?
Share the policy change, unresolved question or decision. We’ll suggest a proportionate starting point.
Discuss a project