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1Scan for outdated or missing drivers - takes under a minute2Repair Windows errors before they cause bigger problems3Fix the driver behind crashes, sound loss and screen glitchesA strategy works when leaders make clear choices, fund and staff the work those choices require, align teams around them, and use evidence to adjust course. A polished plan alone is not enough: the choices can be flawed, or the organization can fail to connect them to budgets, operations, incentives, and decisions.
How do you make a strategy actually work?
Treat strategy as both a set of choices and an ongoing management process. The choices set direction; the process turns that direction into coordinated action and helps leaders learn whether it remains sound.
1. Make the choices explicit
State where the organization will compete or focus, what it will prioritize, and what it will not pursue. Distinguish those choices from aspirations such as “grow faster” or “be the best,” and from a long list of initiatives that may not add up to a coherent direction.
Make the assumptions behind the choices visible. These may concern customers, competitors, technology, costs, or the organization’s capabilities. If an assumption changes, leaders need to know which parts of the strategy may no longer hold.
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2. Turn priorities into resource decisions
Translate each priority into operational work, ownership, and the resources needed to deliver it. Budgets, staffing, capabilities, and management attention should reflect the stated direction. If every existing activity remains equally funded and urgent, the strategy has not yet made a real trade-off.
Be explicit about what will stop, slow down, or receive less attention. This helps teams distinguish strategic work from business-as-usual tasks and makes conflicts over scarce people or funding easier to resolve.
3. Align teams and communicate the logic
Leaders need to explain not only the priorities but also how those priorities fit together and what they mean for different units and teams. Local targets can pull in a different direction from enterprise goals; executives must surface and resolve those conflicts rather than expecting teams to reconcile them alone.
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Communication is not a one-time launch. Managers need opportunities to ask questions, clarify implications for their work, and raise barriers that leadership may not see from the center.
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Financial results matter, but they may arrive too late to show whether the work that produces them is progressing. Depending on the strategy, leaders may also need measures of customer response, internal processes, innovation, or organizational capabilities. Choose measures because they represent the strategy’s intended outcomes or the drivers expected to produce them—not simply because the data is easy to collect.
Kaplan and Norton wrote, “What you measure is what you get.” Their point is that measures shape behavior: an organization focused only on ROI or earnings per share can get misleading signals when it is also trying to build innovation or continuous improvement. The Balanced Scorecard is one approach to representing multiple dimensions of a strategy, not a guarantee that the strategy or its execution will succeed. See Kaplan and Norton’s explanation of the Balanced Scorecard and their discussion of putting it to work.
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5. Review, learn, and adapt
Set a regular review cadence to examine progress against the strategy, investigate barriers, and test whether underlying assumptions still fit conditions. A review should do more than report status: leaders should decide whether to remove an obstacle, redirect resources, change an operational plan, or revisit a strategic choice.
Kaplan and Norton’s Execution Premium describes a management system that links strategy development, planning, implementation, monitoring, learning, and adaptation. Their framework is one way to connect those activities; the useful test for any system is whether it makes the links and decisions clear. Harvard Business School’s discussion of the system describes those connections.
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Adaptation is not an admission that planning was pointless. It is how leaders respond when results or external conditions challenge the assumptions on which a strategy depends. In an interview, Kaplan emphasizes engaged executive leadership and the willingness to challenge a strategy in light of new conditions and performance evidence; this is guidance from the authors’ framework, not proof that one review model fits every organization. Read the Harvard Business School interview with Kaplan.
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Why do strategies fail during execution?
A missed target does not, by itself, prove that execution was poor. The strategic choices may have been unsound, the organization may not have mobilized around them, resources may not have followed priorities, or leadership may have failed to address barriers. More than one cause can be present at once.
In a 2017 Harvard Business Review article, Michael Mankins reported Bain & Company executives’ estimate that 40% of strategy’s potential value is lost through execution breakdowns. He also cautioned that the gap often relates to flawed plans from the outset. This is an attributed estimate in that article, not a universal or current failure rate. Mankins’s analysis of why execution unravels argues against treating execution as the only possible problem.
Older figures often cited on strategy performance describe different populations and measures, so they should not be combined into one failure rate:
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- Bain study reported in 2006: Harvard Business School Working Knowledge described a study of 1,854 large corporations across eight industrialized countries over 1988–1998. Seven out of eight did not achieve “profitable growth,” defined in the interview as annual real revenue and earnings growth of 5.5% with returns above the cost of capital. The same account said more than 90% had detailed strategic plans with higher targets. This is historical, secondary reporting with a specific definition—not a measure of present-day strategy failure. Read the Harvard Business School Working Knowledge interview.
- PwC Strategy& survey reported in 2017: A global survey of 700 executives found that 8% of company leaders were said to excel at both strategy and execution. This is a survey result, not a universal base rate. Read the report in Harvard Business Review.
Use results to diagnose the system rather than assign blame reflexively. Ask whether the choices and assumptions were sound, whether teams understood their roles, whether resources matched priorities, whether measures encouraged the intended behavior, and whether executives followed through on decisions.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Which strategy framework should executives use?
No single framework is established as universally best by the cited sources. Compare approaches by whether they connect strategic choices to the everyday management work needed to deliver and revise them.
| What to assess | Question for leaders |
|---|---|
| Choices and assumptions | Does the system make the organization’s focus and key assumptions explicit? |
| Operations and resources | Does it connect strategic priorities to operational plans, budgets, staffing, and capabilities? |
| Alignment | Does it help business units and functions coordinate, including when local targets conflict? |
| Ownership and review | Are responsibilities clear, and do leaders review progress and act on barriers? |
| Measures | Does it track relevant drivers and outcomes rather than financial results alone? |
| Learning and adaptation | Can leaders test assumptions, learn from operations, and revise plans or choices? |
The Balanced Scorecard
The Balanced Scorecard can help organizations connect strategy to measures beyond financial results. Its usefulness depends on choosing measures that reflect the organization’s strategy and guide the behaviors needed to deliver it; adding scorecard categories without that connection does not make a strategy executable.
An Office of Strategy Management
A central strategy-coordination role can connect formulation, alignment, planning, and execution processes. Harvard Business School’s account describes this as an organizational option, not a requirement for every company. The interview on the Office of Strategy Management offers context for the model.
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Execution as a management cycle
Kaplan and Norton’s Execution Premium and McKinsey’s account of mobilization both frame execution as more than rollout: organizations translate choices into readiness and operational action, then test and adapt as they learn. McKinsey’s discussion of mobilization describes this connection. Whichever approach leaders choose, it should fit their organization and make accountability, resource choices, review, and learning work together.
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