Why Alastair Campbell thinks strategy is the key to success

'Strategy is God' thundered Alastair Campbell at the opening of the discussion around his latest obsession (and book, naturally) of 'Winning'.  The fact that the setting was a sun-streamed Christopher Wren church on Piccadilly, with a large wooden cross clearly visible behind his head made the opening all the more compelling. (And as no lightning bolts or brimstone rained down, we can only assume God was comfortable with this new definition.)

In what was a thoroughly entertaining and fascinating interview, Alastair returned repeatedly to his key theme; that a clear, simply articulated strategy - ideally distilled into a phrase or word - was critical to guide decision making in a world where leaders are constantly buffeted by tactical responses to issues of the day.

He went further to stress that, in his opinion, the key difference between those who ‘nearly make it’ and those that do, is the ability to work out the steps to take to execute the strategy. Or more bluntly, ‘if you keep changing the strategy then you clearly haven't got one’.  Unsurprisingly, he couldn’t resist levelling this accusation at David Cameron (‘Big Society’, ‘Greenest Government ever’, ‘Austerity’, ‘Referendum on Europe’ etc).

However, he also referenced George Osbourne as having a perfectly clear, one word strategy – ‘Austerity’ - that he had certainly stuck to. He went on to talk about other leaders he admired, often against his initial impression or judgement. For example, he cited Vogue's Anna Wintour as a remarkable leader, all the more so because she readily admitted she couldn’t design anything or even begin to organise a fashion show. What she did have, however, was an unwavering sense of ‘what her readers wanted’ and was ruthless about executing it.   

Angela Merkel was also discussed as an ‘antidote to modern pressures, steadfast and serious about what she does’.  It was interesting to note that all successful leaders are surrounded by a close-knit team of trusted advisors. In Angela Merkel’s case her attention to detail included having a 24-hour stylist, precisely to avoid any attention being given to her appearance and taking away from the seriousness of her mission. (Theresa May, take note).

Interestingly, he made little reference to ‘the brand’ that was ‘New Labour’ and its role or otherwise in Labour’s success over the years they were in power. For him, it was clearly about ‘Tony’ and his ability to keep to the strategy. Either that or he wasn’t prepared to give Peter Mandelson any airtime! What he did believe, however, was that his old style of ‘command and control’ was no longer relevant in the new media age but most political parties had failed to grasp these new realities.  Of course, his answer to dealing with an ‘atomised media landscape’ was the overwhelming need (more than ever) for a clear, simple strategy. At a time when one can only control what one says and does (not what everybody else says and does) that sounds like eminently good advice.

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