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Strategy fails not in planning but in execution. The gap isn't capability—it's the mismatch between strategic timelines and operational authority cycles.
Strategy spans 3-5 years; operational authority cycles are quarterly
Strategic intent erodes through budget cycles
Strategy is set by leadership; execution is distributed across operations
No one has authority to mandate strategic change
Strategic initiatives compete with operational demands for the same resources
Urgent always wins over important
Everyone is responsible for strategy; no one is accountable
Failure belongs to no one; success to everyone
Strategy operates on 3-5 year horizons. Operational authority operates on quarterly cycles. When strategic intent must survive 12-20 budget cycles, erosion is structural, not accidental.
Strategies fail because the structural conditions for execution don't exist. Strategic timelines exceed authority cycles. Resources aren't protected. No one has mandate to make operational change. Plans become wishes.
The gap between what organizations plan and what they actually do. It's not a capability gap—organizations have the capability. It's an authority gap—no one has the power to make strategic intent operational reality.
By creating execution architecture: protected strategic capital, authority that spans planning-to-execution cycles, accountability that's specific enough to matter, and governance that can override operational pressure.