The "Say-Do Gap": Aligning Messaging and Strategy for Growth

The IT services market is caught in a paradox. Every leader dreams of delivering bold transformation and strategic partnerships, but day-to-day pressures of cost control and operational efficiency often take precedence. This disconnect—the "say-do gap" isn’t just frustrating. It’s the reality for most buyers. You’re not alone in navigating this challenge, and the opportunity to bridge this gap is within reach.

In this article, we’ll explore what the “say-do gap” means, why it exists, and most importantly, how Founders, CEOs, and senior marketing executives of IT services companies can address it to create meaningful differentiation and stronger buyer relationships.

What is the 'Say-Do Gap'?

Imagine a buyer enthusiastically discussing the need for digital transformation in a boardroom, only to walk into procurement the next day and approve a vendor based solely on cost. This is the "say-do gap" in action—a disconnect between aspirations and actions that leaves both buyers and providers frustrated. While buyers express aspirations for bold digital transformation and co-innovation, their purchasing behaviors often focus on transactional elements such as cost savings and adherence to service-level agreements (SLAs).

This gap is not merely anecdotal. Leading analyst firms like HFS Research, Gartner, and Everest Group have highlighted its impact:

• HFS Research: Buyers are constrained by technical, process, and data debt, which limits their ability to act on transformational goals.
• Gartner: Despite ambitions for innovation, procurement processes still prioritize short-term savings over long-term value.
• Everest Group: Misaligned KPIs and rigid RFP processes hinder co-creation and innovation.

Why the 'Say-Do Gap' Exists

Understanding the root causes of the "say-do gap" is essential for crafting effective solutions. Here are the primary factors contributing to this issue:

1. Risk Aversion: Buyers may want innovation but fear the risks associated with large-scale changes. Legacy systems and operational inertia make it easier to stick with incremental improvements rather than commit to transformative projects.
2. Short-Term Prioritization: Many organizations operate under budget constraints and are evaluated on immediate ROI. This short-term focus discourages long-term investments in innovation.
3. Cultural and Structural Barriers: Siloed decision-making between IT, business, and procurement functions creates misalignment. Additionally, internal resistance to change can slow progress.
4. Resource Constraints: Talent shortages, limited budgets, and a lack of governance frameworks make it difficult for organizations to act on their aspirations.
5. Misaligned Metrics: Many buyers still rely on traditional KPIs like SLAs and cost savings, which don’t align with the outcomes needed for transformation.

Why This Matters for IT Services Companies

The "say-do gap" is a mirror. What does it reveal about your approach to buyers? Are you aligning your offerings with their reality or simply echoing their aspirations? Bridging this gap isn’t just a nice-to-have it’s your chance to redefine your role as a trusted partner and drive measurable growth.

Addressing it effectively can:

• Build Trust and Credibility: Buyers value partners who understand their constraints and provide realistic solutions.
• Drive Differentiation: By aligning offerings with buyer realities, companies can stand out in a crowded market.
• Improve Conversions: Tailored messaging and relevant solutions resonate more with buyers, leading to higher win rates.
• Enhance Long-Term Relationships: Addressing the gap positions providers as strategic partners rather than transactional vendors.

How to Address the 'Say-Do Gap'

Here’s how Founders, CEOs, and senior marketing executives can close the "say-do gap" and create lasting impact:

1. Align Messaging with Buyer Realities

• Avoid over-promising on transformation without acknowledging buyer constraints like technical debt or limited budgets.
• Craft messaging that focuses on incremental wins and phased approaches, showing how long-term goals can be achieved step-by-step.

2. Prioritize Outcome-Based Solutions

• Shift from transactional SLAs to outcome-driven contracts that focus on measurable business results.
• Emphasize co-creation and collaboration to align with buyers’ strategic priorities.

3. Tackle the Debt Trifecta

• Technical Debt: Offer modernization services that address legacy systems incrementally rather than pushing for wholesale replacements.
• Process Debt: Use tools like process mining to streamline workflows before applying automation.
• Data Debt: Provide data management and governance solutions that enable better decision-making.

4. Enable Transparent Buyer Conversations

• Acknowledge the gap openly in discussions with buyers and position your company as a partner that bridges the gap.
• Educate buyers on how to align their internal priorities to better support transformational goals.

5. Innovate Your Own Practices

• Move away from traditional RFP responses and instead engage buyers with workshops or co-creation sessions.
• Offer pilots or proof-of-concept projects to demonstrate value and reduce buyer hesitations.

6. Focus on Long-Term Partnerships

• Position your company as a strategic partner, not just a vendor. This requires demonstrating a deep understanding of the buyer’s industry, challenges, and goals.
• Align your KPIs with those of the buyer, ensuring mutual accountability.

Conclusion: Turning the Gap Into an Opportunity

The "say-do gap" is a signal. It calls for IT services providers to evolve from vendors into true partners. By empathizing with buyers, aligning messaging with actions, and delivering measurable outcomes, you can bridge the gap—and redefine what success looks like in this industry. Founders, CEOs, and senior marketing executives have a unique role to play in bridging this gap by aligning their strategies, messaging, and offerings with the realities buyers face.

By addressing the gap transparently and collaboratively, IT services companies can not only win more deals but also forge deeper, more meaningful partnerships that drive sustained growth and transformation.

What do you think? How has your organization addressed the 'say-do gap'?

In my next article, we’ll explore a practical framework to help IT services companies solidify their market positioning and align with buyer expectations in 2025.