Every enterprise has a bold strategy and urgency to execute it.
But their current process to achieve the strategy is inefficient and expensive.
Strategy execution isn’t part of the business. It is the business.
According to MIT Sloan, only 22%of senior executives and 13% of frontline managers can name the company’s strategic priorities. Alignment rapidly decays from L4 and onward — precisely where 99% of the company’s execution capacity is concentrated.
Chief Executive Officer, Skyhigh Security
Aligning on outcomes without driving accountability for those outcomes is all pain, no gain — we don't want to document the objective and results, we want to achieve them. Accountability without alignment is even more painful and even less productive: 80-page business review decks and meetings that consume hundreds of hours without surfacing the most critical risks or driving the most important conversations; debates on whether the plan is the plan and the actuals are the actuals, scorecards that are tedious theater rather than headlights that enable fast, data-driven decisions. Focus drives results and frequent focus drives significantly better results in highly dynamic markets; business reviews and weekly meetings should focus attention and reduce strategy execution risks as fast as possible.
Head of Strategy Operations, GHX
When people don’t know the strategy or how to contribute to it, they have no choice but to guess where to focus time and resources. It's this guesswork — and the absence of clarity and alignment on outcomes — that makes it impossible to effectively determine priorities. When you hear “we have too many priorities” what you're really hearing is “we don't have enough clarity on what outcomes are important to the business right now." This creates decision paralysis and poor guesses substituting for strategic direction. Few companies can afford this lost momentum and the wasted resources. To thrive, companies must mobilize this lost capacity on the most important strategic priorities.