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The strategy execution gap


Strategic planning and business transformation are commonly identified as two separate endeavors – one is built in the boardroom, the other is completed at the ground floor.

Leaders routinely express frustration about what is termed the “strategic execution gap”— how the outcomes of transformation programs are hardly reflective of strategic objectives and seldom deliver on the transformation investments and value propositions.

At the execution level, where the strategy is rolled out to customers and stakeholders, employees complain that most strategies are vague, unactionable, or altogether misdirected. The result is strategic stagnation and lost opportunities.

We regard misalignment between strategic planning and business transformation to be a major barrier to achieving business goals.

Bridging the gap

Strategic execution considerations must be a key driver of strategic planning and operating model design

Phase 1 - Vision
strategic plan

Address market and competitive positioning, products and services, and customer related vision, goals and ambitions

Phase 2 - Transition target business & operating model

Define a detailed blueprint and plan that will maximize enterprise value , minimize operational risk and ensure a smooth transition to target state and beyond

Phase 3 - Transformation implementation

1 Governance

2 Org

3 Processes

4 Digital & Tech

5 Customer

6 Services

7 Performance

8 Others

aStrategy Execution &
Transformation Planning

Create an effective framework for managing the transformation, ensuring that key stakeholders are aligned on strategic direction and objectives

bTransformation program office

cStakeholder engagement and communications

dSynergies and benefits realization

aStrategic plan must reflect organization maturity and “disruption appetite” while serving as a radical transformation agenda

Alignment between strategy and transformation therefore starts early and provides a realistic view of transformation requirements

bTarget operating model prioritization needs to be driven by a business case based framework – wherein a benefits to cost to complexity equation is applied in evaluating all transformation projects

cRelentless execution of the transformation plan Rigorous challenge and tracking of execution performance

dContinuous evaluation of business case vis-a-vis changing market and business realities