We often encounter organizations that struggle with getting the strategy to really land, become entrenched and create impact in practice. Regardless of industry or function, we see the same recurring challenges: Strategy becomes a document rather than an actual instrument of policy — and the potential remains untapped.
Here are the most common reasons we have identified why this happens:
- The strategy does not reach into everyday life
The strategy is unclear or abstract to those who are going to put it into practice. Mandates and links to everyday work are lacking. - Initiatives are started -- but sprawling
Without a common structure, projects are run in silos. Priorities are often governed by volume or influence rather than strategy. - Lack of overview and follow-up
Management lacks real-time data and structures to track progress and value creation. - Focus on activity rather than effect
The organization gets good at “doing” -- but unconnected to actual results. - Internal Complexity Takes Over
Administrative processes and internal policies override strategic priorities. - The strategy is aging too quickly
The outside world is changing -- but the strategy remains static and unaligned. - Lack of a common working model
Without a uniform implementation model, there is no interaction between functions. - The strategy is not translated into concrete ways of working
Overall goals do not break down to behaviors and actions in everyday life. - Silos and lack of cross-functional interaction
Different entities interpret the strategy based on their own goals, without consensus. - Unclear ownership and follow-up
No one knows who is responsible for implementation -- which makes follow-up difficult. - The strategy is too vague or complex
Employees don't understand their contribution -- which reduces engagement.
The organization is too slow to adjust
There is a lack of structures to make decisions quickly and adjust the course.
What happens when these challenges are not addressed?
When strategic challenges are left without action, we often see the same consequences:
- The strategy is losing credibility -- seen as a paper product rather than a tool.
- Initiatives compete rather than cooperate -- leading to duplication and fatigue.
- The power of implementation stops at will -- ambiguity about responsibility and next steps.
- Leadership splits -- different managers pull in different directions.
- The organization becomes reactive — the urgent is prioritized over the important.
- The short term takes over — long-term change is prioritised down.
- Value-creating opportunities are being missed -- due to fragmented data and low digital maturity.
- Resistance to change is growing -- the strategy feels remote or irrelevant.
How do we break the pattern?
In order for the strategy to become more than a document, it takes more than initiative and ambition. Structure, collaboration and shared capabilities that unite strategy, decision and implementation are required. Learn more about the five abilities and how we help you break patterns and shape the way forward our services.
