Start the New Year by Closing the Strategy-Execution Gap
Why the real reset isn’t about new plans, it’s about making them happen.
Published
January 5, 2026
Planning Doesn’t Equal Performance
Planning Doesn’t Equal Performance
Many organisations treat strategy as a moment in time: a workshop, a slide deck, and a list of initiatives. But McKinsey’s research finds that even companies with strong strategic intent often stumble in the next phase, mobilisation, where strategy gets connected to organisational behaviour, accountability and execution. Strategy Champions align leadership, translate strategy into tangible steps, and actively manage performance rather than simply tracking it.
This matters especially at the start of a new year. Resetting objectives isn’t enough if the organisation isn’t set up to carry those objectives forward. Far too many strategic plans remain static documents that fail to guide teams through uncertainty, ambiguity and changing conditions.
Mobilisation, the bridge between strategy and execution, requires clear accountability, continuous alignment, and a rhythm of decision-making that connects goals with results.
The New Year Is a Chance to Build Execution Muscle
The New Year Isn’t Just a Deadline, It’s a Chance to Build Execution Muscle
Starting the year fresh isn’t about spinning up yet another plan, it’s about building execution discipline. Reflecting on what worked and what didn’t last year is useful, but without changing how you operationalise strategy, outcomes will likely repeat.
Here’s where the concept of execution becomes practical:
1. Connect strategic goals to everyday work
Too often, leaders set high-level goals that aren’t reflected in team plans, routines, or priorities. Strategy Champions explicitly connect strategy to initiatives, resource allocation, and performance lenses to ensure alignment throughout the organisation.
2. Embed accountability early
When individual roles and cross-functional teams have clear ownership of outcomes, not just outputs, execution becomes more predictable. Accountability should be visible and built into cycles of planning and review.
3. Treat performance as a discipline, not a report
Strategy Champions don’t passively track progress, they actively manage it. They anticipate barriers, iterate on assumptions, and make adjustments in real time based on what’s actually happening, not just what was forecast.
Why Most New Year Plans Still Underdeliver
Closing the Gap with an Intelligent Management System
Make This Year Different: Build Execution, Not Just Plans
Make This Year Different: Build Execution, Not Just Plans
If the past years have taught us anything, it’s that execution isn’t something that just happens, it must be intentionally designed, supported and managed.
Starting the new year with better-aligned goals is a good first step. But the real reset comes from connecting those goals to how people actually work every day.
That’s when strategy stops being a hopeful aspiration and becomes a predictable engine of performance.
References
https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/how-strategy-champions-win