Escaping the purgatory of potential: How to turn strategy into impact

The impact of these failures can be far-reaching. Leaders cited misallocated resources, delayed initiatives, and, in the most extreme cases, damaged brand reputations and a diminished competitive edge. But what drives these persistent shortfalls between strategic intent and impact?

At their core, strategic initiatives must answer three fundamental questions:

• Why are we pursuing this strategic initiative?
• What are the choices we’re making to accomplish our objectives?
• How do we implement these choices and make it happen?

These questions aren’t new, and executives tell us all the time that they are all being considered. Yet the question remains: if companies are considering these questions, why do nearly three-quarters of strategic initiatives still underdeliver?

Kicking the ‘how’ can down the road

The problem often lies in how organisations approach the ‘how’. While the ‘why’ and ‘what’ are rigorously developed during the strategy phase – mission statements are crafted, objectives outlined, and priorities defined – the ‘how’ is treated as an afterthought… a task for ‘later’ to be completed by a separate execution team.

When it’s time to execute, teams are often met with more questions than answers. Gaps in alignment, unforeseen complexities, and unclear plans for implementation leave teams scrambling, resulting in delays, inefficiencies, and underperformance.

Our research revealed the most successful companies are those that start planning for the ‘how’ from day one. These organisations don’t treat the why, what, and how as separate phases. Instead, they seamlessly integrate all three from the outset, ensuring a unified and actionable roadmap that drives initiatives from bold ideas to measurable impact. Our work with Avocados from Mexico, which grew its market share to 80 percent, included creating parallel work streams and a new organisational structure – combining the why, what, and how to drive strategic growth.

What the best do differently: Integrating ‘how’ on day one

The organisations that consistently achieve their strategic objectives don’t just plan for execution; they embed it into their strategy design from the start. Based on our survey findings and expertise in strategic initiative design and implementation, we’ve identified actionable steps to help organisations fully integrate the ‘how’ into their strategic initiatives.

1. Start with a one-page full canvas view
   As a day one exercise, begin with a concise articulation of the strategic initiative across all three dimensions: Why, What, and How. Use this canvas to align the team on the objectives, initial hypotheses, and critical strategic choices. Incorporate essential framing questions such as “Why us?” and “Why now?” as well as identifying initiative must-haves and should-haves. This exercise sets a clear foundation, ensuring the entire team understands not just the vision but also the full end-to-end pathway to achieving it.
2. Get the full team at the table
   Engage all critical stakeholders from day one – initiative leaders, execution teams, and key role players. Early inclusion sharpens the strategy, accelerates alignment, and reduces downstream friction by ensuring that buy-in is built during the planning phase. Think beyond traditional leadership; involve those who will have a direct hand in bringing the strategy to life and those with critical implementation expertise. This type of integrated approach was key to success for The Euston Partnership, where we brought stakeholders responsible for different parts of a project worked together early on, before integration issues arose.
3. Practice continuous simplification
   Build simplicity into your team’s operating model. Complexity might be necessary in planning, but execution demands simplicity. Embed a culture of continuous simplification, where team members are empowered to challenge unnecessary complexity and refine processes to focus on what matters most. This mindset helps ensure clarity across every stage, from planning to execution.
4. Plan for the known unknowns
   Acknowledge that no strategy can foresee every challenge. Instead of striving for exhaustive foresight, build adaptive mechanisms to manage uncertainty. High-performing organisations embed tools such as risk-mitigation plans, scenario planning, wargaming, and agile sprint cycles into their implementation plans, allowing teams to adapt without panic when unexpected roadblocks emerge.

Teams should run theoretical implementation exercises throughout the design phase to pressure-test specific elements of the strategy. These exercises can simulate real-world challenges or competitive responses, identify potential roadblocks, and ensure that execution pathways are both practical and aligned with the overarching strategy. By integrating these testing mechanisms early, organisations can refine the ‘how’ alongside the ‘why’ and ‘what’.

Escaping the purgatory of potential

The companies that succeed design execution into their strategy from the start. They understand that the ‘why’ and ‘what’ are critical, but the ‘how’ is where true impact happens. They break free from the mindset that implementation is a separate phase and instead weave it seamlessly into their strategic planning process from the get-go.

Invest in designing the ‘how’ early, align your teams with a shared understanding of the path ahead, and prepare for the inevitable challenges along the way. Success isn’t just about bold ideas; it’s about turning those ideas into impact. By mastering the ‘how’, you can rewrite your playbook and unlock the fastest path to impact.