Why Strategy Fails to Reach the Front Line
The gap between a written strategy and what people do every day, and the two tools that help to close it.
8 min
Activities: 0 of 2
Most organisations have a strategy. It is written in a document, presented at a leadership meeting and placed on the intranet. Then daily work continues as before. The sales team chases the same customers. The workshop fixes the same problems. Six months later, managers ask why nothing has changed.
This gap between a chosen strategy and everyday action is often called the execution gap. The strategy may be good. The problem is that nobody has translated it into clear goals, measures and actions that people can see and work on.
This course teaches two tools that help to close the gap: the Balanced Scorecard and Objectives and Key Results (OKRs). Both take a strategy that already exists and turn it into something a team can measure, discuss and act on.
Five signs that strategy is not reaching daily work
Two tools, one purpose
The Balanced Scorecard gives a stable, organisation-wide picture of performance. It looks at four areas, called perspectives: financial results, customers, internal processes, and learning and growth. A diagram called a strategy map shows how these areas connect.
Objectives and Key Results (OKRs) are a goal-setting method. A team writes a short, ambitious objective and three to five measurable key results, usually for one quarter of the year. OKRs give focus and speed for change.
Used together, the scorecard says "this is how we keep track of the whole business", and OKRs say "this is what we will change or improve now".
A company has a clear, well-researched strategy, but six months later daily work has not changed. What is the most likely problem?