Turning a global social ecosystem into a clearer set of choices.

For a global organisation, social media can easily become fragmented: different teams, markets, channels, audiences and priorities all competing for attention. The challenge was bigger than creating a content strategy. The firm needed a clearer answer to what social should actually do for the organisation — and a practical way of deciding what belongs where.

We started with the audience and the role social could play in influencing senior business decision-makers. From there, we helped the firm simplify a complicated ecosystem into a more deliberate model: flagship organic content for the broadest priorities; paid distribution for more specialist audiences; clearer roles for leaders, subject-matter experts and employees; and stronger criteria for when additional channels or showcase pages are justified. Not everything needs to be published to everyone.

We then extended that thinking through a major audience-consumption study, examining where the firm's audiences actually spend their time, how they research and engage, and where social sits alongside channels such as email, search, expert voices and emerging AI tools.

The strategy has become a basis for campaign planning, advocacy, content decisions, channel governance and future investment. Rather than asking "What should we post?", the firm has a clearer framework for asking "Who are we trying to influence, what do they need from us, and what is the best way to reach them?"