Are You Doing the Work? Why We Fail at Executing Strategy and How to Fix It
How many times have you walked out of a planning session feeling inspired and motivated, only to find months later that barely anything has changed?
According to studies, 60–90% of strategic plans never fully get off the ground. Harvard Business Review highlights that 67% of strategies falter due to poor execution, while Kaplan and Norton’s research in The Balanced Scorecard points to a 90% failure rate in strategy implementation.
We hear this a lot. In each case, we find a strategy that was well thought out but poorly executed. While there's plenty of advice on how to develop better strategies, there's very little guidance on actually executing those strategies.
It’s frustrating to see all the time, resources, and human capital invested in these strategies go to waste when so few actually get implemented. The real question isn’t just whether your strategy looks good on paper—it’s whether you’re doing the work to make it happen.
What’s stopping you from doing the work?
Why Strategy Fails
When it comes to strategy execution, there are several common hurdles that prevent progress. Most people often fall short because they:
- Get distracted and go back to their day jobs.
- Don’t make strategy implementation a part of their weekly routine.
- Don’t have good systems for doing things efficiently, so everything takes longer and then there’s no time.
- Make excuses (this is a big one).
- Cancel time in the diary to work on strategic initiatives, or they don’t schedule it in the first place.
- Lack clarity on their priorities and where to focus.
- Don’t involve their team or get their buy-in on the strategy.
- Struggle with accountability and holding themselves accountable.
- Overestimate what they can achieve in the short term and don’t think long-term.
- Don’t review progress regularly or adjust course as needed.
The real challenge isn’t just about having a strategy on paper—it’s about doing the work needed to make it a reality. Are you ready to push past these barriers and make things happen?
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What Does Doing the Work Really Mean?
Implementing strategy isn’t just about having a plan on paper—it’s about getting your hands dirty and doing the hard work, especially when things get busy. Here’s what it really takes:
Commit the Time
Successful strategy execution isn’t a one-time effort; it requires consistent dedication. You need to carve out time in your schedule, even when your inbox is overflowing and there’s a million other tasks competing for your attention.
Take John*, a senior executive at a mid-sized private company. He knew that for his company to move forward, they needed to implement a new customer service strategy. However, he found himself constantly pulled back to his day-to-day responsibilities. It took a conscious effort to carve out specific hours each week dedicated solely to the implementation process. With guidance, he was able to set aside focused time, track progress, and ensure that the changes were effectively communicated across the team. The result? The team adopted the new strategy, and customer satisfaction saw a significant improvement. It’s about prioritizing strategy implementation over daily distractions to make real change happen.
Show Up Prepared
This means more than just showing up for meetings; it’s about being ready to act. Whether it’s gathering information, setting clear goals, or aligning with your team, being prepared makes all the difference between success and failure.
When Sarah*, the director of a non-profit organization, came to us, she had a great vision for rebranding her organization. However, she struggled with aligning the team’s efforts around this goal. Without a clear strategy and actionable steps, the vision remained just an idea. We worked with Sarah to map out a detailed plan, ensuring that everyone understood their roles and responsibilities. By showing up prepared—having all the information and strategies in place—Sarah and her team were able to launch a successful rebranding campaign that increased their visibility and donor engagement. Preparation sets the stage for execution; it’s about having the right tools and a plan to turn ideas into reality.
Be Present and Engage
Don’t just go through the motions—engage actively with the work. This means asking questions, providing feedback, and genuinely participating in discussions. When you’re fully present, you’re more likely to spot issues early and make adjustments as needed.
Rachel*, director of a non-profit national organization, had great ideas for expanding her organization’s impact but struggled to keep other board members engaged. She was often pulled in multiple directions, varying the focus of the board members, and found it hard to focus on the organization’s strategic goals. We facilitated discussions with Rachel, leading meaningful conversations about their collective vision. By being present and engaging with her team, she built a stronger connection with them, making it easier to align everyone around the forward plan. Engagement isn’t just about being in the room; it’s about actively participating in the process and keeping everyone aligned.
Get Support
Holding yourself accountable can be tough. Implementing strategy is hard work, and sometimes you need an advisor, mentor, or a group of peers to help keep you on track. Having the right support system in place can turn good intentions into real progress.
Take Tom*, a project manager at a construction firm. He was eager to implement a new safety protocol but struggled with holding himself
accountable. The daily pressure of his job and the lack of a support system meant that the strategy implementation kept slipping through the
cracks. Tom needed a push to stay on track. With regular check-ins and guidance from a mentor, Tom was able to make steady progress. The
implementation of the safety protocol ultimately reduced incidents on-site and improved team morale. Support
isn’t just a luxury; it’s essential to keep you accountable and on the path to success.
Related Content: Why is it important to have a sounding board in business?
So, what’s holding you back? Are you ready to stop making excuses and start doing the work?
Note: These client stories come from real situations, but we’ve changed names like John, Sarah, Rachel, and Tom—and adjusted a few details—to keep things confidential and respect their privacy.
References:
Harvard Business Review. "Executives Fail to Execute Strategy Because They’re Too Internally Focused." November 2017. https://hbr.org/2017/11/executives-fail-to-execute-strategy-because-theyre-too-internally-focused
Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 1996. https://www.hbs.edu/faculty/Pages/item.aspx?num=8831&_gl=11ph9i1v_gcl_au*MTA0NTY3NDgwOC4xNzMzODk5NDk1
Harvard Business Review. "4 Common Reasons Strategies Fail." June 24, 2022. https://hbr.org/2022/06/4-common-reasons-strategies-fail
Jeroen Kraaijenbrink. "20 Reasons Why Strategy Execution Fails." Forbes, September 10, 2019. https://www.forbes.com/sites/jeroenkraaijenbrink/2019/09/10/20-reasons-why-strategy-execution-fails/
