Strategy formulation continues to improve, frameworks are widely taught, and there are plenty of playbooks, but execution lags. Leaders still point to missed quarterly commitments, stalled transformations, and siloed initiatives as barriers to growth.
Building on Michael Porter’s reminder that strategy is a choice, effective strategy execution focuses on turning choices into routines: behaviors that ensure priorities remain visible, owned, and refreshed.
The Global State of Stategy Execution tackles five important questions:
- What differentiates high-maturity organizations in how they execute strategy?
- Where do the largest execution maturity gaps appear, and what causes them?
- Which habits separate firms that merely plan from those that reliably deliver?
- How do modern goal systems (e.g., OKRs) affect outcomes when embedded versus bolted on?
- And – last but not least – how does strategy execution mastery impact business performance?
Answers are drawn from quantitative evidence rather than anecdote, offering a diagnostic baseline and a set of actionable levers.
Global Maturity Snapshot
The data shows a clear separation between Strategy Execution Leaders and the rest. Their lead is not driven by one standout capability, but by a consistent edge across all five Strategy Execution Maturity dimensions, with the largest relative gains in the dimensions Align and Improve. This balance means that in addition to being strong
planners and agile executors, they excel at making strategy a sustained, organizationwide habit.
GSEMI by industry
Strategy Execution Maturity slightly varies per industry. We believe it is because organizations face distinct levels of complexity, regulation, and market dynamics that shape how they align goals, processes, and behaviors.
GSEMI by company size
Larger organizations tend to show greater maturity in strategy execution because their scale requires formalized systems, governance structures, and dedicated roles to align thousands of people toward common objectives. Their size also drives investment in processes, tools, and capabilities that smaller firms often lack, enabling more consistent execution discipline.
GSEMI by country
We observe variations in maturity across geographies. Maturity levels may appear lower in regions with higher expectations and standards, where organizations tend to assess themselves more critically. Conversely, in environments with fewer benchmarks, progress can be perceived as more significant, resulting in higher
maturity scores.
Conclusion
While 70% of strategies fail in implementation, a select few organizations consistently turn vision into victory. Their secret? The right execution system.