We’ve all been here. We craft a brilliant strategy, get buy-in from the board, and announce it with fanfare to the entire organization. Fast forward six months, and we’re scratching our heads, wondering why we’re not seeing the results we expected. Welcome to the strategy-execution gap.
Written by Matt Roberts | Co-Founder of ZOKRI
This gap between strategic intent and operational reality is one of the most persistent challenges in business. But here’s the good news: with the right approach, it’s a challenge we can overcome.
Before we dive into solutions, let’s take a moment for some honest self-reflection:
How confident are you that every employee in your organization could articulate your current strategy?
When was the last time you saw a front-line decision that perfectly embodied your strategic intent?
How often do your strategic reviews focus on actual execution challenges rather than just high-level metrics?
If these questions make you uncomfortable, you’re not alone. Many organizations struggle with translating strategy into action. But recognizing the gap is the first step to closing it.
So, how do we close the strategy-execution gap? Here are some key principles I’ve seen work wonders:
Use Objectives and Key Results (OKRs) to create a clear line of sight from high-level strategy to individual contributions.
How could OKRs help your team better understand and align with your strategy? What would change if every team member could clearly articulate how their work contributes to the company’s strategic goals?
Form dedicated teams around key strategic objectives, giving them the autonomy to make decisions and solve problems.
What strategic initiatives in your organization could benefit from a dedicated, cross-functional team? How might this change the speed and quality of execution?
For wildly important objectives, discuss priorities and issues weekly. This keeps everyone focused and allows for quick course corrections.
How often do you currently discuss strategic priorities with your teams? What might change if you increase the frequency of these discussions?
Clearly define the key metrics that matter most to your strategy and how they interrelate.
Can your teams articulate the key metrics that drive your strategy? How might clearer communication about these metrics change decision-making throughout your organization?
Encourage open dialogue about strategies and activities to achieve outcomes. This transparency builds trust and engagement.
How comfortable do your employees feel discussing challenges or suggesting improvements to your strategic initiatives? What could you do to foster more open communication?
Let me share a success story from a company that effectively closed its strategy-execution gap.
I worked with a healthcare technology company that was struggling to translate its ambitious growth strategy into operational reality. We implemented a comprehensive approach:
We used OKRs to cascade strategic goals throughout the organization.
We created cross-functional “execution squads” for key strategic initiatives.
We implemented weekly check-ins for these squads to discuss progress and obstacles.
We developed a clear metrics model that showed how operational activities tied to strategic outcomes.
- Within six months, the company had launched two new product lines that had previously been stuck in development.
- Cross-functional collaboration increased dramatically, with teams reporting a much clearer understanding of how their work tied to company strategy.
- The company exceeded its annual growth targets for the first time in three years.
Ready to start closing the strategy-execution gap in your organization? Here are three steps you can take right now:
Assess your current strategy communication. How well is your strategy understood at all levels of the organization?
Identify one key strategic initiative that’s currently struggling. How could you apply the principles we’ve discussed to accelerate its execution?
Start a conversation with your leadership team about how to better link strategy and execution. What processes or tools (like OKRs) could help create stronger alignment?
Remember, closing the strategy-execution gap isn’t a one-time event. It’s an ongoing process of alignment, communication, and adaptation. But with the right approach, you can turn your strategic vision into operational reality.
If you could wave a magic wand and change one thing about how your organization executes strategy, what would it be? What’s stopping you from making that change today?
What’s been your experience with the strategy-execution gap? Have you found effective ways to bridge strategy and execution in your organization? Share your thoughts in the comments below. And if you’re ready to transform how your organization turns strategy into results, let’s talk. Your next level of performance might be closer than you think.
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