How to execute strategy successfully

Strategy. Execution. Success.

Implementing strategy is surprisingly difficult to do successfully. According to research, 1 in 2 strategy initiatives fail to be properly executed.* Unaware of these terrible odds, many organisations embark on new strategic initiatives without looking for ways to close the gaps on the many things that might delay or derail their strategies. 

Without awareness and forethought about the reasons plans commonly fail, there is a good chance of not being able to execute strategy successfully. 

Common reasons for your strategy execution to fail

While every organisation has unique context and challenges, common reasons for failure to execute strategy properly include:

• Unclear or competing priorities
• Misalignment amongst leadership / differing views of success
• Governance, systems and structures don't align with aspirational goals
• Measuring the wrong metrics for success
• No time or space to learn and experiment
• A lack of buy-in from leadership and other key stakeholders
• Poor communication



Before executing your own strategic initiatives, reflect on past experiences and try to identify any gaps. “Consider a time when strategy execution went well,” suggests leadership coach Jono Brent, at a recent Next Step forum. “What conditions were present? When things haven't gone well, what conditions were missing?”

Focus on alignment and aspirational goals

Have you ever been confronted by competing priorities or different views of success? Misalignment is a recipe for disaster when it comes to strategy execution.

When executing strategy, it’s crucial for leadership teams to be united in their vision. Resistance, objections, or a lack of context can be damaging and will filter-down throughout the organisation. Leaders often underestimate the time needed to plan effectively. Instead they want to jump straight to the action stages of a project. Take the time to think about and agree your long-term (10+ years) vision. What’s required to get you there?



“Strategy execution is hard, you can’t get away from that,” explains leadership coach Jono Brent. “It’s made harder if you’re not clearly aligned on the aspirational future you want. If you’re struggling with strategy execution, have a look to your future and make sure you’re all singing from the same song sheet.” 

Be clear about the ‘why?’

Ever wondered why people say they are committed to strategic initiatives, but when it comes to taking action, they respond with apathy or resistance? The answer could be misaligned context.

Understanding the ‘why’ behind your vision for the future keeps everyone aligned and committed. “Context shapes action and behaviour”, explains leadership coach Greg Lazzaro. 

“A team must create regular time and space to establish a shared context,” agrees Jono Brent. “This happens best through ongoing conversation.” 

Enrol, don’t broadcast

The best laid plans are useless if they fall upon deaf ears. Instead of simply broadcasting your vision, invest time in enrolling others within the organisation. 

Greg and Jono’s tips for enrolment

1. Communicate your vision clearly, so others can easily understand, remember and repeat it.
2. Enrol others in your vision by presenting it in a way in which each person sees it as a compelling personal opportunity (compelling to them)
3. Invite each person to freely commit personally to the realisation of the vision. Enrolment ends with a request.
4. Enrolment involves on ongoing process of recommitment.

Match your operating model to your aspirational goals

When driving change, have you ever been confronted by a gap between the behaviour you want and the behaviour you get? Have you considered whether your operating models match your aspirational goals?

Measurement drives behaviour. People who are labelled ‘change resistant’ are often being measured on metrics that don’t support change.

Review your governance, systems and structures. Do these support your long-term vision? A business that wants to innovate should encourage people to take calculated risks and it’s systems should be free of red-tape, for example.

Build learning cycles into your strategy execution

Acknowledging imperfections and striving for constant improvement is a recipe for success. Many high-performing teams have a learning cycle built into their processes. 

Jono Brent sees the value of learning from mistakes and constantly refining plans. Instead of the standard ‘ready, aim, fire’, he suggests shifting to a ‘ready, fire, aim’ approach. “Too often we focus on completing an action, rather than learning how to adapt to remain on right path,” he says. 



Build-in time to experiment. Allow people time to reflect, review and learn. Embrace a philosophy of ongoing learning to support breakthroughs.

How can we help

Iuman Resources teams are critical for the successful execution of strategies. Having the right people and capabilities within the organisation will be an essential ingredient for success.

As a specialist HR recruitment and search consultancy, we make great things happen in the world of work by helping businesses build successful teams, and connecting quality talent with new opportunities.

In Your Corner is a team of advisors, coaches and subject matter experts including Jono Brent and Greg Lazzaro, who support leaders to design and deliver breakthroughs. Their approach to high-performance includes four key components: shifting mindset, establishing a stand, developing strategy and enhancing capability. 



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