Strategic design
Turning the diagnosis into reasoned options, supporting decisions and formalising a clear trajectory shared by the whole organisation.
Who it is for
Candidates, party leadership bodies and campaign leadership teams.
When
Immediately after the diagnosis, then at major strategic reviews.
Key deliverables
Scenario matrix, strategic plan, message platform, territorial priorities and roadmap.
Choosing a trajectory, owning what is given up
A diagnosis describes a situation; it does not say what to do. Between the two lies a space of choice where most political decisions are made: what positioning to adopt, which audiences to prioritise, which areas to invest in, which alliances to consider, what resources to commit.
Strategic design rests on building contrasting scenarios, each assessed for its coherence with the political project, its feasibility and its risks. This approach, drawn from foresight and organisational strategy, guards against the temptation to adopt the first idea that comes along or the one favoured by the most influential person in the room.
The chosen strategy must be expressed clearly enough to be understood and applied by the entire organisation — from the candidate to the neighbourhood volunteer.
What strategic design covers
Six components brought together in a coherent strategic plan.
Objectives
Setting realistic political and electoral objectives, based on the diagnosis’s assumptions.
Scenarios
Building and comparing alternative trajectories towards these objectives.
Positioning
The distinctive space the client occupies in the political offer.
Message architecture
Core message, pillars and proof, consistent with the positioning.
Priorities
Areas, audiences and themes on which to concentrate effort.
Resources and roadmap
Allocation of means and sequencing of the main stages.
From options to decision
A collective, structured approach that leaves the decision to political leaders.
Options
Formulating several contrasting strategic scenarios.
Assessment
Analysing each scenario: coherence, feasibility, risks.
Decision
Decision seminar with political leaders.
Formalisation
Drafting the strategic plan and its roadmap.
Explicit, verifiable methods
Every tool we use is documented: its sources, assumptions and limitations are known to our clients.
Scenario matrix
Crossing major uncertainties to identify plausible futures and adapt the strategy to them.
Multi-criteria analysis
Assessing options against explicit, weighted criteria.
Pre-mortem
Projecting the failure of each option to reveal its weaknesses.
Strategy seminar
A structured workshop allowing an informed collective decision.
Measuring honestly
Every indicator is labelled by status — target, calculated estimate or measured result — in line with our principles of rigour
| Indicator | What it shows | Status |
|---|---|---|
| Strategic objectives | The political and electoral targets adopted. | Target |
| Scenario likelihood | The relative plausibility of each trajectory. | Calculated estimate |
| Formalised decisions | Key decisions recorded and shared. | Measured result |
| Resources required | The means needed to implement the plan. | Calculated estimate |
A legitimate strategy
Strategic design involves political choices; it respects the limits of our role.
Political decision
Decisions belong to political leaders, never to advisers.
Legal framework
No option contrary to the law or to fair debate is proposed.
Coherence with the project
Strategy serves the political project; it does not replace it.
Transparent assumptions
Every option is presented with its conditions and risks.
A good strategy fits on one page; everything else is implementation.AXIOME working principle
In what contexts do we work?
Illustrative situations: they do not describe actual engagements.
Positioning to be defined
A new party must find its place in an already crowded political landscape.
Internal divisions
A divided leadership needs a methodical framework to decide between several lines.
An uncertain context
Unclear alliances and calendar make it necessary to prepare several scenarios.
Frequently asked questions
Because the future is uncertain. Preparing several trajectories makes it possible to react quickly when circumstances change, without starting from scratch.
The political leaders designated by the client: candidate, campaign leadership, party bodies as appropriate.
It sets a course. The deployment and evaluation stages allow it to be adjusted in light of the facts.
Related expertise
Let's discuss your project
Every political context is unique. A first, strictly confidential conversation allows us to understand what is at stake and define the most relevant support.
