PR readiness decision

The decision it supports

Use the PR readiness decision to make this choice explicit and reviewable: Does the company need no PR support, an agency, an internal hire, or a larger communications function? The working view makes news cadence, risk, and spokesperson load visible so discussion can move from general opinion to a specific action or decision.

When to use it

Use the PR readiness decision when several reasonable paths exist in marketing and communications, the trade-offs cannot all be removed, and the decision needs to be explained later. Agree how news cadence, risk, and spokesperson load will be judged before advocating an option.

What it compares

The PR readiness decision is a transparent comparison of credible paths, their evidence, trade-offs, authority, and review conditions. Its core working elements are news cadence, risk, spokesperson load, and relationships. Those elements belong together because each changes how the others should be interpreted or acted on.

Decision criteria

News cadence

Set a review rhythm and define the evidence, threshold, or event that should trigger an earlier review. Within the PR readiness decision, connect this entry to risk so the relationship can be reviewed rather than inferred.

Risk

Describe the cause, possible consequence, early warning signal, owner, and proportionate prevention or response. Within the PR readiness decision, connect this entry to spokesperson load so the relationship can be reviewed rather than inferred.

Spokesperson load

Capture spokesperson load only at the level needed to answer: Does the company need no PR support, an agency, an internal hire, or a larger communications function? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the PR readiness decision, connect this entry to relationships so the relationship can be reviewed rather than inferred.

Relationships

Describe what each side provides, when it is needed, how readiness is confirmed, and where unresolved issues escalate. Within the PR readiness decision, connect this entry to internal capability so the relationship can be reviewed rather than inferred.

Internal capability

Describe the capability as observable work, cite evidence of current proficiency, and choose a practical next development action. Within the PR readiness decision, connect this entry to agency need so the relationship can be reviewed rather than inferred.

Agency need

Capture agency need only at the level needed to answer: Does the company need no PR support, an agency, an internal hire, or a larger communications function? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the PR readiness decision, connect this entry to trigger so the relationship can be reviewed rather than inferred.

Trigger

Record only the context that changes the work, separating verified facts from interpretations and assumptions. Within the PR readiness decision, connect this entry to agency need so the relationship can be reviewed rather than inferred.