Why turning strategy into action is so challenging

Crafting a strategy can feel like an accomplishment—a clear roadmap to success, a north star for the organization to follow. But how often does that strategic plan translate into meaningful action?

The truth is, that turning strategy into action is one of the hardest challenges leaders face. It’s not just about knowing where you want to go; it’s about ensuring everyone in the organization understands their role in getting there and has the tools to make it happen.

Let’s dive into why this gap exists and, more importantly, how to bridge it.

1. Lack of Clarity

A strategy can look brilliant on paper but lose its impact when it reaches those responsible for execution.

• Is the strategy easy to understand?
• Does it communicate the “why,” the “what,” and the “how” in terms that resonate with your team?

Without clarity, even the most motivated employees can feel disconnected. Leaders need to ensure that their teams see not only the big picture but also their place within it.

My Tip: Simplify your strategy into key messages or themes. Use stories and real-life examples to help your team visualize what success looks like.

2. Overwhelmed by Complexity

Big strategies often come with big ambitions, but the steps to achieve them can be unclear. When people don’t know where to start, inertia takes over.

Breaking a strategy into smaller, actionable steps is crucial. Think of it as a relay race: each leg of the journey should be clear, with a handoff that feels achievable.

My Tip: Create quarterly or monthly milestones. Regularly check in with teams to ensure progress and adjust as needed.

3. The Human Factor: Leadership Alignment

Even the best strategy can falter without strong leadership. Leaders need to embody the strategy, communicate it consistently, and support their teams in executing it.

But here’s the catch—many leaders struggle to connect with their teams or to adapt their approach as challenges arise. Leadership isn’t just about delegation; it’s about inspiration, empathy, and accountability.

My Tip: Equip leaders with tools and training to enhance their ability to drive strategic action. This is something I’m passionate about addressing with Leeder, a digital tool designed to support both leaders and teams in self-leadership with Hoshin Kanri as the strategy depolyment process.

Final Thoughts

Strategy is the beginning, not the end. The real work—and real reward—comes in the execution.

Through my work and my passion for tools like Leeder, I’ve seen firsthand how important it is to turn vision into action. It’s about creating a shared understanding of where you’re going and equipping everyone to play their part.

What about you? How do you bridge the gap between strategy and action in your organization? I’d love to hear your insights, challenges, or examples of what’s worked for you. Let’s learn from each other!

/Markus Sulkupuro

Co-founder Leeder