Both strategy and execution carry equal weight during periods of turmoil and disruption. Although developing a clear direction is essential, the real test lies in turning that direction into results.
Over the years, many studies have pointed to execution failure as a leading cause of business underperformance. As business leaders and CEOs, we have to realize that our role extends beyond vision. We must also drive alignment, clarity, and accountability across the organization.
When goals are vague or poorly communicated, even the strongest strategy can collapse under its own complexity. Success depends on bridging that gap between intention and implementation, especially when the market is going through troubled times.
Data-Driven Insight on Execution
Gartner research shows that 83% of strategists now consider execution as much more important than they thought it was a few years ago. Nearly two-thirds are now actively involved in supporting it by reviewing action plans, solving problems, managing change, or reallocating resources.
These findings highlight a significant mindset shift toward the idea that strategy doesn’t end with planning. More and more strategists are realizing that effective results depend heavily on mid-execution support when unexpected challenges arise and timely guidance becomes essential. This is where strategists add real value—by helping teams adapt and stay aligned as conditions shift.
Over the years, I’ve seen many CEOs focus mainly on strategy or execution, rarely both. Leaders are often split into two camps: visionaries who generate bold ideas and operators who bring those ideas to life. The typical solution is to hire someone to bridge the gap.
But that mindset creates a false divide. In practice, strategy and execution are deeply connected. You can’t lead effectively by separating them. According to Barry Litwin, success comes from integrating both into a unified, disciplined approach that drives results from start to finish.
Bridging the Divide Between Strategy and Execution
Gartner data shows just 46% of executives and managers believe their efforts align with strategy, and only 30% of strategists agree that execution is on track. Again, I must emphasize that strategy and execution aren’t separate functions—they’re shared leadership responsibilities.
In today’s volatile environment, bridging the divide between strategy and execution isn’t optional. It’s a critical factor that can directly influence both growth potential and financial stability across the organization.
Business today looks different, and it will likely shift again. For this reason, it’s critical to develop a strong, relevant strategy supported by clear processes.
In a disruptive climate, better execution hinges on creating definitive action plans, resolving roadblocks, managing change, and reallocating resources when needed. This kind of disciplined follow-through doesn’t just keep things moving—it protects the strategic value at stake and helps prevent drift as conditions evolve around us.
Scaling Success Starts with Structure
McKinsey’s research highlights the importance of a rigorous business-building approach, from brainstorming to scaling. Among companies that have been successful at scaling their new business, 47% had clear processes in place throughout. In contrast, 25% didn’t have a clear process and failed to scale. This underscores the critical role structure plays in growth.
Tesla employed an effective approach to ensuring its success in electric car mass production. Recognizing that batteries were both the largest technological challenge and production bottleneck, Tesla took control of its supply chain by investing in battery factories. This strategic move enabled the firm to overcome critical obstacles to production.
Technology has simplified the rollout of diverse business models, but ongoing innovation and global competition have heightened the need for differentiation. To stay ahead, it’s essential to refine our ability to create impactful business models that will remain resilient in the future. Additionally, it’s just as important to communicate effectively with stakeholders to drive success.
Clear Communication and Implementation
Another important lesson I’ve learned is that clear and consistent communication of company strategy is essential. Employees should never be left wondering about the direction we’re heading. It’s also crucial to utilize our capabilities in driving execution, ensuring that everyone involved understands their role and knows exactly how to contribute to the strategy’s success.
In 2025 and going forward, CEOs must have the ability to craft strategies and oversee their execution. The key to this lies in establishing robust systems, processes, and clear operational objectives that empower teams to thrive. This not only gives employees a concrete plan to follow but also fosters alignment across all levels of the organization, improving retention and ensuring a unified culture focused on achieving outstanding business results.
By Barry Litwin
