Strategy Execution and the Limits of Enterprise Planning
- Astute Dimension
- 4 days ago
- 1 min read
Introduction
Strategy execution is often described as the point where good intentions meet organisational reality.
This review paper examines what academic and practitioner research actually tells us about why strategies succeed, why they fail, and why the familiar claim that “most strategies fail” needs more careful treatment.
The paper finds that execution failure is rarely caused by one issue alone. Leadership, governance, communication, coordination, capability, resource allocation, feedback loops, and organisational learning all play a role.
It also makes an important distinction: enterprise planning and EPM systems can materially support execution, but only when they are connected to decision rights, review cadence, trusted data, and a real willingness to adapt.
In other words, planning systems help most when they are part of a broader management system, not when they operate as reporting tools alone.
For further insights, I encourage you to explore our Strategy Execution and the Limits of Enterprise Planning research review paper.
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