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Why Many Strategies Fail to Execute

Many strategies fail because they do not actually define a clear set of choices for the firm. Strategies presented are often just goals or priorities, rather than a coherent strategy that defines what the firm will and will not do. A strategy requires clear choices about the firm's direction, not just hopes for outcomes or a few disconnected priorities. Without an actual strategy involving trade-offs and focus, there is nothing meaningful to implement despite efforts to execute.

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Rahim Meghani
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62 views5 pages

Why Many Strategies Fail to Execute

Many strategies fail because they do not actually define a clear set of choices for the firm. Strategies presented are often just goals or priorities, rather than a coherent strategy that defines what the firm will and will not do. A strategy requires clear choices about the firm's direction, not just hopes for outcomes or a few disconnected priorities. Without an actual strategy involving trade-offs and focus, there is nothing meaningful to implement despite efforts to execute.

Uploaded by

Rahim Meghani
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
  • Strategy Execution Challenges
  • Effective Strategy Alignment

Many Strategies Fail Because They’re Not

Actually Strategies
by 
Freek Vermeulen
November 08, 2017
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Lobo Press/Getty Images

Many strategy execution processes fail because the firm does not have something worth executing.

The strategy consultants come in, do their work, and document the new strategy in a PowerPoint
presentation and a weighty report. Town hall meetings are organized, employees are told to change
their behavior, balanced scorecards are reformulated, and budgets are set aside to support
initiatives that fit the new strategy. And then nothing happens.
One major reason for the lack of action is that “new strategies” are often not strategies at all. A real
strategy involves a clear set of choices that define what the firm is going to do and what
it’s not going to do. Many strategies fail to get implemented, despite the ample efforts of hard-
working people, because they do not represent a set of clear choices.

Many so-called strategies are in fact goals. “We want to be the number one or number two in all
the markets in which we operate” is one of those. It does not tell you what you are going to do; all
it does is tell you what you hope the outcome will be. But you’ll still need a strategy to achieve it.

INSIGHT CENTER

 The Gap Between Strategy and Execution

Aligning the big picture with the day-to-day.

Others may represent a couple of the firm’s priorities and choices, but they do not form a coherent
strategy when considered in conjunction. For example, consider “We want to increase operational
efficiency; we will target Europe, the Middle East, and Africa; and we will divest business X.”
These may be excellent decisions and priorities, but together they do not form a strategy.

(https://recs.richrelevance.com/rrserver/click?a=dae139408f447afd&vg=9b931f78-dab1-48d1-3a00-fc5cc67717bc&pti=1&pa=articles&
(https://recs.richrelevance.com/rrserver/click?a=dae139408f447afd&vg=9b931f78-dab1-48d1-3a00-fc5cc67717bc&pti=1&pa=articles&
(https://recs.richrelevance.com/rrserver/click?a=dae139408f447afd&vg=9b931f78-dab1-48d1-3a00-fc5cc67717bc&pti=1&pa=articles&
Lobo Press/Getty Images Many strategy execution processes fail because the firm does not have something worth executing. The
One major reason for the lack of action is that “new strategies” are often not strategies at all. A real strategy involves a

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