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In PR, we talk about strategy constantly. It’s in every deck, every proposal, every client conversation. But if you step back, a lot of what most people call “strategy” isn’t strategy at all, but a mix of goals, ideas, and activity “dressed up.”

Richard Rumelt’s book titled “Good Strategy Bad Strategy: The Difference and Why It Matters,” emphasizes this point: most organizations think they have a strategy. In reality, they have a long list of ‘to do’ items.

This distinction matters more than most think.

What Is a Bad PR Strategy?

Bad strategy is common, and in PR it often hides in plain sight. It shows up as vague, impressive-sounding language that doesn’t actually say anything. It shows up when teams avoid confronting the real pain point and instead focus on safer, surface-level problems. And it shows up when goals are mistaken for strategy.

For example, a company might say its strategy is to “increase brand awareness and become a thought leader in AI.” From there, the team builds a plan to pitch media, secure speaking opportunities, publish content, and stay active on social media. This looks comprehensive, but what’s missing is the clear point of view or defined narrative.
None of these activities tell you what to do. They just describe what’s desired.

The result is activity across every channel, and a lot of motion that doesn’t translate into meaningful impact. Everything is happening, but nothing is cohesive or moving the needle.

How Do You Create a Good PR Strategy?

Rumelt argues that a good strategy, or what he calls the “Kernel of good strategy,” comes down to three things: 1) a clear diagnosis of the problem, 2) a guiding policy for how to address it, and 3) a set of coherent actions that reinforce that approach.

Strategy starts with diagnosis. This is where most teams get stuck, because it requires honesty. A visible problem – like lack of media coverage – is rarely the real one, it’s a symptom. The deeper issue could be that there is a lack of a strong POV, or the narrative your client is trying to push doesn’t tap into anything timely or relevant. Until the problem is clearly defined, no amount of pitching or content will fix it.

Once the problem is clear, strategy requires a choice. A guiding policy isn’t a list of options, but a direction that narrows the field and forces tradeoffs. In PR, this might mean deciding to “own” a specific narrative instead of trying to have a perspective on everything, or prioritizing original data and thought leadership over reactive commentary. The key is that it gives the team a clear lens for decision-making.

From there, execution has to align. Coherent actions are what turn strategy into reality, but only if they reinforce each other. For example when a company releases research, publishing a byline expanding on the findings, and building media outreach around the same narrative, strengthens the whole.

Unfortunately, many strategies break down, not because the ideas are bad, but because they aren’t connected.

What Do PR People Do Next?

Your PR strategy should focus on positioning your client through stories and commentary that elevate their presence, credibility, and leadership with consistent messaging that is relevant, compelling, and clear.

Your strategy should answer how you will meet your PR goals: press release, thought leadership, or both? Video, blog content, social media, or all of the above? Awards or speaking opportunities, or neither? Your PR strategy should reflect your client’s stage of growth and the reality of their situation regarding SMEs, clients, product innovation, and other marketing initiatives, such as events and content development.

Ultimately, public relations isn’t about activity, it’s about focus. The teams that drive real outcomes aren’t doing more, they’re doing what’s needed, with greater clarity and coordination.

If you’re ready for a strategic – and impactful – approach to your company’s PR, contact Zer0 to 5ive today.