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The strategy-execution gap

Close the gap between strategy and execution.

The deck was great. Nothing happened. Ask for a decision, not a deck, and for a plan your organization can run.

What you see

  • A strategy approved by the board, and no visible change on the shop floor.
  • Roadmaps without architecture, budget owners or milestones.
  • The people who must run the strategy saw it for the first time at the kick-off.
  • Quarter after quarter the same initiatives are reported as in progress.

What is really happening

Strategy is often built without the people who have to run it. There is no target architecture, no delivery capacity and no milestone anyone can measure. The document is finished. The work has not started.

How we work on it

Three steps along the X.

THINK

Decide, do not describe.

An Executive Assessment ends in a decision document you can take into your own board meeting: what to do, what to stop, what it is worth.

MAKE

Turn it into a build plan.

Target architecture, delivery capacity and partner selection under one accountable lead, translated into a 100-day plan with measurable milestones.

MAKE

Deliver the first milestone.

Build the first result with your team, so the strategy proves itself in operations within the plan, not after it.

What you get

A decision document, a 100-day plan with named owners and measurable milestones, and the first milestone delivered with your team.

Typical KPIs: engineering and commissioning lead time, quote-to-order time, release cadence, and the milestones of the 100-day plan, among others.

Form of engagement: Starts with an Executive Assessment (THINK) and continues as Build and Mobilize (MAKE and ADOPT).

All forms of engagement

From practice

Energy technology

Strategy translated into a 100-day plan the organization could execute.

A decision document instead of a transformation programme.

Read more

Week one defines the KPI. After that only that one counts.

Why the measurement conversation belongs at the start of an engagement and not in the closing report.

Questions

Questions we are asked

Why do strategies fail in execution?

Because they are written without the people who run them, without an architecture and without milestones anyone can measure. A strategy that cannot be measured in its first hundred days is rarely measured at all.

What is the result of an Executive Assessment?

A decision document you can take into your own board meeting: the initiatives worth pursuing, their business cases, what to stop and the plan to start. Time & material or fixed fee, depending on how clearly the scope is defined.

Who executes the plan?

Your team, with Axiva Industrial building alongside and a curated network of senior partners behind it. One contract, one accountable face.

All six starting points

Find the one that describes your situation.

Pilot limbo AI pilot to production The strategy-execution gap From strategy to execution The IT/OT divide IT/OT convergence and IIoT Unmonetized software Industrial software pricing A hardware sales force in a software world Value selling for industrial software Transformation fatigue Measurable transformation
Andreas Geiss on stageLikeness: A. Geiss; AI image

The axiom is set.
Now prove
your case.

One conversation.
Your thesis. Our proof plan.

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