The difficult questions you must ask of your strategy

The paper explains how leaders can gain confidence that their strategy can be delivered, as many plans falter in execution. It shows how project based thinking helps test whether a strategy is deliverable, resilient and aligned with day to day operations, helping to realise future goals

Why is this paper relevant

Many leadership teams struggle not with creating strategy but delivering it — often held back by weak change delivery mechanisms, cultural resistance and poor alignment between strategic intent and operational reality. This paper addresses these points, showing how a project centric approach helps strategies succeed and the questions leaders must ask to assess deliverability. 

It also explores decision making hierarchies, C suite challenges, organisational culture and the need for continuous review and adaptation. Project professionals are well placed to act as changemakers, working with leaders to shape and deliver a shared vision with confidence and clarity.

Who should read this report? 

• CEO, Director General, Managing Director and Leaders accountable for shaping and delivering organisational strategy, particularly those who must ensure that programmes and projects genuinely support strategic goals. 
• COO, Programme Director and other executives overseeing major transformations, leaders who must continue without disruption while new capabilities are introduced. 
• CFO’s, Finance Directors, Group Finance Director and other senior sponsors responsible for investment decisions, who need confidence in risk, assurance and strategic alignment before committing resources. 
• Portfolio Director, Head of Change, Director of Transformation, Chief Project Officer and leaders managing project portfolios or complex change, who must integrate data, culture and capability to guide an organisation through uncertainty. 
• Non-Executive Director, Senior Independent Director / Chair and Board‑level leaders reviewing governance and resilience, ensuring strategic options remain flexible and adaptable as conditions evolve.
• Chief People Officer, HR Director/ People and Culture Director, C-suite accountable HR professionals

Insights, ideas and recommendations 

• Integrate transformation with BAU operations by strengthening communication, avoiding additive fixes and protecting corporate memory.
• Build a “one‑team” culture that pairs collaboration with psychological safety, enabling open challenge and confident decision-making.
• Strengthen data standards and reliability to support informed decisions.
• Embed resilience and maintain transparency around short‑ and long‑term goals.
• Assess whether projects and programmes genuinely support strategic intent, and challenge assumptions about fit, value and risk 
  
  

Contributors