Scott Burgmeyer
Strategic planning is a term we use frequently in business, but as we've observed in our client work, strategic execution often gets significantly less attention. This disconnect between planning and achievement creates a concerning trend where organizations invest substantial time and resources into developing strategic plans that end up collecting dust on shelves.
Research reveals a startling reality: approximately 87% of executives don't believe they'll actually execute the strategies they just approved. This lack of confidence isn't unfounded - most organizations only achieve 10-15% of their strategic initiatives. The gap between strategic planning and execution stems from several foundational issues that organizations consistently struggle with.
First, organizations often approach strategic planning as an annual exercise disconnected from day-to-day operations. Companies develop mission statements, vision documents, and value propositions - sometimes spending weeks or months wordsmithing these elements - without establishing concrete mechanisms to translate these aspirations into action. While having a clear mission, vision and values is important, these elements shouldn't require complete reinvention every few years. If your fundamental organizational identity is changing that frequently, it suggests a lack of clear direction rather than strategic agility.
The most effective organizations establish what we call "pillars" or "areas of focus" - the fundamental categories requiring attention to achieve the mission and vision. These typically include elements like customer relationships, internal staff development, financial sustainability, and operational excellence. While these categories might seem universal, the best organizations contextualize them to reflect their unique culture and priorities. For example, where one organization might focus on "customer service," another might frame this as "relationships" to better reflect their approach.
A critical element in moving from planning to execution is what we call "ruthless discernment" - the discipline to say yes to some initiatives while consciously saying no or "not yet" to others. Organizations frequently undermine their strategic execution by trying to pursue too many priorities simultaneously, resulting in scattered efforts and minimal progress. Leaders must make difficult choices about resource allocation and timing to ensure meaningful advancement on strategic priorities.
The monthly review rhythm represents another essential component of strategic execution. Rather than waiting until year-end to evaluate progress (when it's too late to course-correct), organizations should implement monthly check-ins on strategic initiatives. These reviews shouldn't be perfunctory status meetings but should include substantive conversations about progress, obstacles, and necessary adjustments. The question "Show me how your project is going" rather than simply "How's it going?" creates accountability while providing opportunity for celebration and support.
Finally, effective delegation is crucial to strategic execution. Many leaders "assign and walk away" rather than providing appropriate support and accountability. Remembering that delegation is a verb - an ongoing activity rather than a one-time handoff - is essential. Leaders must assess whether they've provided the "four T's" for successful task completion: telling (clear instructions), tools, training, and time. When strategic initiatives fail, leaders must first examine whether they set their teams up for success before assigning blame.
By addressing these fundamental gaps between strategic planning and execution, organizations can dramatically improve their success rates with strategic initiatives, turning plans into meaningful organizational achievements rather than unfulfilled aspirations.