“Is Execution Where Strategy Goes to Die?” That is the headline of an article from Harvard Business Review online (11/7/17). That’s a funny, but sad, headline – because it is so true!
The article goes on to say: “Execution is an odd word. On the one hand, it means ‘the carrying out of a plan or course of action.’ On the other, it means, ‘the carrying out of a death sentence.’” Execution is indeed where strategy often goes to die.
But it does not have to be like that!
In a more recent article in Harvard Business Review, the author points out that the breakdown between Strategy and Execution falls into three predictable areas. Here is how to spot them—and get your team back in lockstep:
1. The Arrogance Problem. Sometimes, strategic vision simply outruns actual human capacity. When senior leaders lack full visibility into daily workflows, they project ambitious roadmaps that overwhelm the team, causing burnout and turnover. Ambitious goals are one thing, but goals that are completely detached from reality are non-starters. Try involving front line workers in strategy development.
2. The Skills Problem. When strategies shift, the required skills often shift too. If people are placed in roles that don’t match the demands of the new strategy, execution bogs down and output fails to meet professional standards. Build in time for training that is necessary for the team to deliver on the new strategy.
3. The Information Sharing Problem. Middle managers are responsible for interpreting strategy and guiding teams. However, if they lack executive visibility into long-term priorities, they get paralyzed. Unsure of what can be safely dropped or delegated, they hold onto everything, which quickly slows down the entire system. Involve them at the highest levels.
To mend these disconnects, you need more transparency and communication between different levels in the hierarchy. You must create a trust-based communication loop. When teams feel safe offering clarity upward, operational concerns are treated as valuable data to improve the work rather than as active resistance.
Leadership isn’t just about setting direction or driving results – it’s about strengthening the link between the two. By investing in clearer meaning and deeper trust, you can ensure your organization moves with perfect alignment and purpose.
*Ideas for this blog taken from: McCray, F. “When Strategy and Execution Fall Out of Sync,” Harvard Business Review online, January 22, 2026.
