I love doing strategy work—it suits my personality. And a large part of my time is spent helping companies devise strategies. Over the years, I’ve noticed common reasons why strategies fail.

Here are the five most frequent culprits:

  1. The strategy is a wish
  2. Personality is infecting the strategy
  3. The strategy hasn’t been communicated
  4. The real problems remain elusive
  5. Shiny things are distracting

Let’s break these down.

Here's an article on how to build a strategy in the first place

Watch the video, or continue reading below.

1. The Strategy is a Wish

Many strategies are just wishful thinking, not evidence-based plans. Headlines like “Our product will be the best in the marketplace” sound inspiring but lack substance.

Ask questions:

  • Why will it be the best?
  • How will you measure this?
  • Who says it’s the best?
  • What’s stopping you from being the best now?

A strategy needs a realistic vision of the future, grounded in evidence, insights, and data—not just dreams. Painting a picture of the future is only the first step. True strategy identifies obstacles and plans to overcome them.

2. Personality is Infecting the Strategy

Some strategies simply reflect the personality of the CEO or Chairperson:

  • “We’re going to dominate the market.”
  • “We’re going to crush the competition.”
  • “We’ll give everything we have and die if we have to.”

These statements may feel motivational but are unrealistic and outside the organisation’s control. Strategy is about purposeful action, not bravado. Align the strategy with reality, not ego.

3. The Strategy Hasn’t Been Communicated

A strategy can exist on slides but remain invisible to the people who actually execute it.

Effective communication requires:

  • Multiple channels tailored to different audiences
  • Managers translating strategy into actionable guidance for their teams
  • Regular check-ins to ensure understanding and engagement

Don’t rely on one-off presentations. People need to understand how their work contributes to the strategy.

4. The Real Problems Remain Elusive

A compelling vision is useless if the organisation hasn’t studied its current reality.

Ask: “If this future is so compelling, why aren’t we already there?”

A good strategy addresses:

  • What obstacles are blocking progress
  • Which challenges matter most
  • How to overcome these barriers

Don’t focus only on easy, interesting, or nearby problems. Solve the big issues that truly prevent success.

5. Shiny Things Are Distracting

Energy and attention must be directed toward solving the right problems. Too often, companies chase trendy initiatives—new IT, large programs—hoping they’ll magically solve issues.

Instead:

  • Identify what’s stopping progress
  • Decide what actions matter most
  • Focus the organisation’s effort on those priorities

When attention is aligned with purpose, results follow.

Conclusion

A strategy is simple, but not easy:

  1. Paint a compelling future
  2. Be honest about current reality
  3. Identify obstacles clearly
  4. Create a plan detailing who does what, when, and where
  5. Focus energy and attention on the right things

If you’re a manager or leader, it’s your responsibility to remain focused: solve problems, direct attention, and communicate effectively. This is how strategy becomes action and impact.

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