THE PROBLEM
The same problems emerge in most organizations. We saw it through our consulting work and as leaders in organizations.
Leadership teams invest months in strategy development: Offsites. Frameworks. Decks full of careful thinking. Then they try to share it to the organization through town halls, email announcements, scorecards and training sessions.
And it fades into obscurity.
The data confirms this reality:
Only 28% of executives can name three of their company’s strategic priorities (HBR)
67% of well-formulated strategies fail due to poor execution (Fortune)
“Strategy is an often-misunderstood concept, and the lack of understanding results in unproductive debates and flawed decision-making” (McKinsey)
The problem isn’t that people don’t care about strategy. It’s that strategy lives at 30,000 feet while decisions happen on the ground. When a store manager faces a tough hiring call, or a product manager chooses between competing features, or an account executive negotiates with a demanding customer—the strategy deck doesn’t help.
They need strategy as operating context, not as concept they once learned about.