Execution: Why Do We Struggle to Get It Right?
Hello, and welcome to today’s newsletter! In this issue, I’m diving into a challenge we all face—execution. Whether it’s a business initiative, a personal project, or a government policy, execution is often where things fall apart. It’s baffling, isn’t it? The steps to execute successfully are well-known and widely available, yet studies show a staggering 70% of initiatives fail. So why is this happening?
Let’s begin with a thought-provoking quote from Thomas Edison: “I have not failed, I’ve just found 10,000 ways that won’t work.” Edison was relentless in his pursuit of success, but his story highlights a critical point—execution isn’t about perfection. It’s about persistence, clarity, and follow-through.
The Struggle with Prioritisation
One major roadblock is the failure to prioritise. Leaders often avoid difficult conversations that prioritisation demands. Choosing one project means sidelining another, and no one wants to tell a colleague their project isn’t moving forward. Instead, vague promises are made, resources are spread too thin, and ultimately, nothing gets done well.
Tough conversations are necessary to ensure focus. Without clear priorities, efforts become fragmented, and execution falters.
Decision-Making Bottlenecks
Another common issue is unclear or poorly delegated decision-making responsibilities. When employees need constant approval from managers, progress grinds to a halt. Finding time on a manager’s calendar, explaining the situation, and waiting for a decision all delay execution.
Leaders must empower their teams to make decisions. Trust is essential here—when employees feel trusted, they act decisively and projects move forward.
Information Silos
Execution also suffers when information doesn’t flow freely across an organisation. Silos—whether in operations, sales, or marketing—can block the collaboration needed for cross-functional initiatives. Worse still, information is often sugar-coated as it travels upwards, leaving senior leaders unaware of challenges on the ground.
Good execution demands transparency. Organisations must create systems that expose reality and allow teams to act on it.
The Culture of Execution
Does your organisation have a culture of execution? If meetings are bogged down with overly polished presentations, and failures aren’t openly examined, the answer might be no. A culture of execution encourages challenging conclusions, setting clear goals with firm timelines, and holding people accountable.
Vague goals and flexible deadlines undermine execution. When deadlines are missed without consequence, projects drift. Leaders must ask, “What’s holding us back?” and address barriers swiftly—not in a punitive way, but as problem-solvers.
Underfunded Projects
Another frequent culprit is inadequate resourcing. A 2017 Sloan Management Review survey of 300 organisations found that only 10% of respondents believed their initiatives had the necessary funding, people, and support to succeed.
Why would capable managers launch underfunded projects? Part of the problem lies in a surprising gap in knowledge. A Harvard Business Review study revealed that managers could only recall 40% of their teams’ activities. One manager could recall just 4%!
This lack of awareness leads to underestimating team capacity. Managers assume employees have the bandwidth for new projects when, in reality, they’re already overstretched. As a result, projects begin enthusiastically but quickly stall due to insufficient resources.
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The Domino Effect of Under-Resourcing
When resources are thin, deadlines are missed, and motivation dwindles. Teams settle for suboptimal solutions because the best ones seem too costly. The result? Projects fail to meet their objectives and are eventually abandoned.
Breaking the Cycle
Execution isn’t an insurmountable challenge, but it requires a deliberate approach:
1. Prioritise ruthlessly: Be clear about which projects matter most and communicate decisions transparently.
2. Empower decision-making: Delegate responsibility and trust your team to act.
3. Break down silos: Foster collaboration across departments and ensure information flows freely.
4. Create a culture of accountability: Set clear goals, enforce deadlines, and hold people responsible for outcomes.
5. Resource projects properly: Take the time to understand your team’s capacity and provide the tools, funding, and support needed for success.
Execution is the bridge between vision and reality. By tackling these common pitfalls, you can ensure your projects don’t end up as part of the 70% failure statistic.
Thank you for reading, and as always, I welcome your thoughts and feedback. Let’s work together to turn great ideas into successful realities!
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