Closing the strategy execution gap

Why it matters: 

A strategy process should be centred around desired business outcomes from day one with dedicated benefit realisation practices to ensure these outcomes are achieved throughout the execution phase. Working with a value-first mindset means that evolving contexts that challenge the conditions for the strategy do not derail the execution progress. Instead, they enhance it by refocusing efforts on what matters. 

Supporting insight: 

Only 48% of digital initiatives achieve or surpass business outcome targets.² Embedding agility enables adaptation, turning shifting facts into opportunities rather than disruptions. 

How to implement: 

- Set an inspiring aspiration that can be remembered and sets a clear purpose, representing a desired state that unites, inspires, and drives engagement. It should be simple enough to communicate and specific enough to set a direction. 

- Define measurable business objectives upfront (e.g., revenue lift, cost savings, customer satisfaction). 

- Establish review checkpoints to validate assumptions, make data‑led adjustments, and reallocate resources as needed. 

- Embed outcome‑based KPIs into performance dashboards and routines.

Why it matters: 

True alignment arises when both business and IT co-own the strategy – having both the mandate to decide and the agency to execute. When business sponsors and IT leaders co-develop, co-own, and co-manage the strategic direction, they align on key trade-offs, commit to shared decision-making, and ensure decisive governance – setting the course, reinforcing it when pressures mount, and adapting it as conditions change. 

Supporting insight: 

Strategy execution failure ranges from 60% to 90%,³ often due to silos, lack of involvement, and poor sponsorship. When structure and decision‑power remain isolated, strategy fails to permeate execution. 

How to implement: 

- Form a cross‑functional steering committee with both business and IT leaders empowered to sign off on strategic priorities. 

- Integrate initiative owners (e.g., project leads) into decision‑making forums to ground strategic choices in operational realities. 

- Use shared governance tools (e.g., regular joint decision‑sessions, integrated scorecards) to align and cascade strategy. 

- Ensure project sponsors are not only part of formulating the strategy but also, when it comes to the execution process, provide the needed decision power and sparring.

Why it matters: 

Applying a uniform rhythm and format to both strategy formulation and execution ensures clarity, comparability, and flexibility to reprioritise as needed. Using consistent cadence and structure turns strategy into an adaptive system – keeping priorities visible, decisions timely, and accountability clear – so teams learn fast, adjust to change, and sustain momentum from formulation through execution. 

Supporting insight: 

Only 43% of executives believe their organisation assesses execution effectively. Those with annual strategy cycles experience a 24% improvement in their ability to execute.⁴ 

How to implement: 

- Adopt a common template (e.g., strategy‑on‑a‑page) across functional domains and leadership for both the strategy formulation and status reporting. 

- Establish a regular cadence (e.g., monthly or quarterly reviews) for re‑prioritisation and decision-making. 

- Encourage ownership by assigning clear roles and accountability for each strategic priority and consistently tracking progress.