Too Much Strategy, Too Little Execution: The Risk No One Sees

In many organizations, strategy holds a central place in corporate discourse. Ambitious plans are designed, inspiring objectives are defined, and solid presentations are built projecting growth, innovation, and transformation. However, months later, reality often looks quite different: initiatives that lose momentum, projects that stall, and teams that feel that priorities have “changed again.” This phenomenon—both frequent and silent—responds to a structural problem known as the gap between strategy and execution.