How It Shows
- The strategy has been communicated, but teams continue to operate as before
- Middle management fails to translate strategy into operational objectives
- Key metrics remain flat despite strategic realignment
- There is a vast disconnect between board-level decisions and team-level reality
Typical Patterns
- Strategy treated as a document rather than a decision framework
- No connection between strategic goals and team-level objectives
- Middle management was not involved in shaping the strategy but is expected to execute it
- Missing feedback loops between execution and governance
What Needs to Be Decided Now
- Where exactly does the chain between strategy and execution break?
- Which level requires what kind of translation?
- How is strategic impact measured — not just activity?
Where to Start
A sparring session clarifies where the chain between strategy and impact breaks — and which level holds the lever.