Playbooks Decision frameworks
Working frameworks

Playbooks for the decisions that make a launch hold.

Thinking surfaces patterns and points of view. These practical frameworks turn recurring brand, campaign, and market decisions into a shared way for global teams and local markets to act.

Playbook 01

The Launch Decision Map

Before you add activity, agree on the five things that have to be true for a launch to travel from attention to action.

01

The promise

What is the one change this launch asks people to believe?

Write the customer-facing promise in one sentence, then list the proof that makes it believable before the campaign creates attention.

02

The first audience

Whose belief would make the launch work first?

Choose the first audience rather than the largest possible audience. Their tension, language, and threshold for proof should shape the opening move.

03

The path

What should happen after someone notices?

Give every channel one job: create discovery, build belief, or make action easy. A launch is a path, not a media list.

04

The credibility layer

Who or what can make the story believable beyond the brand?

Identify the community, creator, partner, product proof, or earned signal that gives people a reason to trust the claim.

05

The learning loop

What will the team learn and change after the first signal?

Name the owner, the signal, and the decision it will inform. This turns a launch moment into a system that gets stronger in market.

Playbook 02

Global Campaign Decision Rights Map

Global campaigns slow down when every decision needs alignment, but nobody is clearly accountable for the call. This map makes the hand-offs explicit before production does it for you.

01—06

Six decisions that need one accountable owner, clear contributors, and defined room for market adaptation.

Read the decision rights map
From framework to decision

Use the playbook on a decision that is already live.

If the question has consequences across teams or markets, share the decision, the tension behind it, and what needs to move.

Bring a live decision Find the weakest decision No confidential material is needed for an initial exchange.