<iframe src="https://www.googletagmanager.com/ns.html?id=GTM-WZ5ZXC" height="0" width="0" style="display:none;visibility:hidden">
HubSpot LP Thumbnail 560 x 729

Research from Gartner® shows that “only 40% of employees report that they are well-informed about their companies’ goals, strategy and tactics”. Gartner® further says, “while culture is important, poor execution is more often caused by an imbalance between three different activity domains – executive, leadership and management – which gives rises to identifiable execution gaps.”

As the decade continues, what has emerged is the absolute imperative to quicken the pace at which we define, deploy and optimize our portfolios and programs, in pursuit of closing the gap between our strategy and its execution.

This drive to shift through the gears of strategy execution can be all too often impeded by unforeseen actors. Typically, the root of our shortcomings in strategy delivery is claimed to be culture, however, there is room to consider an alternative blocker to realizing the outcomes of our strategic plans.

Read the Gartner® report ‘Identify Execution Gaps to Support Strategic Delivery Success’ to learn how leaders “focused on strategy, governance and operating models who are frustrated at the slow pace of their strategic execution should”: 

  • Validate their strategic plans, objectives and execution approaches through three lenses
  • Use culture and behavior as indicators of organizational leadership gaps
  • Address gaps in your strategic execution approaches by prioritizing people and your organizational health, rather than relying on management processes alone
  • Practice techniques – such as OKRs, culture hacking, and strategic progress reviews

Gartner®, Identify Execution Gaps to Support Strategic Delivery Success

17 April 2020, Darren Topham

Complete the form today to receive complimentary access to the Gartner® report.

Read more




Gartner® and Magic Quadrant™ are registered trademarks of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved.