We help organizations ensure their strategy succeeds in practice.
Most companies do not struggle with direction. The ambition is clear. Growth, integration, innovation, efficiency. Leadership aligns around the plan. The priorities are communicated.
Twelve months later, very little has fundamentally changed. Projects move forward. Meetings multiply. Alignment conversations repeat. But the organisation continues to operate largely as before.
This is not a strategy problem. It is an execution problem. More precisely, it is an operating logic problem.
In our article on Culture as a System, we describe culture not as values or engagement, but as the mechanism that shapes how strategy is interpreted and enacted in daily decisions. When that mechanism remains unchanged, behavior follows yesterday’s logic, no matter how compelling the new plan sounds.
- Decision rights stay ambiguous.
- Incentives reflect last year’s priorities.
- Collaboration structures reward local optimisation.
- Information flows remain uneven.
- Risk is handled inconsistently.
- Leadership signals shift under pressure.
- The narratives people tell themselves make the old way feel safer.
None of this is irrational. It is simply the system at work.
Making Strategy Work is designed for organizations that recognize this pattern and want to address it directly.
Rather than launching another initiative, we focus on identifying the small number of structural frictions that prevent strategy from translating into behavior. We make the operating logic visible and redesign a limited set of behavior levers so that the intended direction becomes the easier default.
This work sits between diagnosis and redesign.
It is not a communication program.
It is not a values exercise.
It is not a full transformation blueprint.
It is a focused correction.
Together, we clarify where authority should sit, how performance signals need to evolve, how collaboration should function across boundaries, and which leadership behaviors must become consistent under pressure. The aim is not to redesign everything. It is to remove the friction that matters most.
When the operating logic shifts, execution accelerates without constant intervention. Alignment conversations shorten. Trade-offs become clearer. Strategy begins to show up in everyday behavior rather than in presentation decks.
If you have read the article on why good strategies fail, this is the practical continuation of that thinking.
Because strategy does not execute itself. The system does.
If you sense that momentum has slowed despite clear intent, this is the place to start.