What changes as the gap between strategy and execution closes
The work is designed to create more than a productive workshop or a good conversation. The real measure is what changes in how a business thinks, decides and acts, and ultimately the results it delivers.
Some results can be seen in financial and operational measures. Others show up in clearer priorities, better decisions, stronger ownership, more consistent follow-through and capability that remains within the business.
The examples below show what this can look like in practice.
Meat Processing Plant
From post-merger conflict to stronger performance
What was happening
Following a merger, two operations were struggling with silos, conflict and limited customer focus. High absenteeism, workers’ compensation claims and a poor industry reputation were also affecting performance.
What The Work involved
Over four years, I worked alongside the leadership team to strengthen how leaders communicated, made decisions and worked together.
The focus was on building clarity, collaboration and accountability around shared customer and business priorities.
What changed
Leadership connection and collaboration strengthened, morale improved and the two operations began working together more effectively.
The business also saw significant improvements in safety, quality, delivery and customer outcomes.
Evidence of the results
$1 million
Annual workers’ compensation saving
7% → 2.2%
Workers’ compensation claims
90% → 98.6%
Compliance to specification
85% → 100%
On-time delivery
80% → 96%
Audit compliance, with zero corrective actions
“It’s business-savvy to invest millions in capital projects. But unless you invest similarly in your people, those projects won’t succeed. You cannot afford NOT to invest in your people over the long term if you want to create a successful, sustainable business.”
CEO | Meat processing plant
Growing Regional Agribusiness
Turning an ambitious strategy
into consistent execution
What was happening
The business was growing and had a clear strategy. The challenge was turning that strategy into consistent execution, with the Board, leadership team and people across the business aligned around the direction, priorities and the part they would play.
What The Work involved
Over seven months, I worked with the Board and leaders across the business to strengthen the disciplines needed to turn strategy into everyday execution.
The work combined practical tools, one-to-one coaching and facilitated workshops to strengthen leadership capability, translate longer-term direction into shorter-term priorities, clarify accountability and improve decision-making and operating rhythms.
What changed
The strategy did not change. What changed was the alignment, structure and discipline supporting its execution.
The Work strengthened alignment between the Board and leadership team, and across the broader business, creating greater clarity around priorities, accountability and execution.
Leaders became clearer about how to translate strategy into day-to-day priorities, while teams had stronger structures for ownership, communication and follow-through.
Evidence of the results
-
Following a focused alignment session, one operational team increased its throughput by approximately 60%, using the same people and working under the same conditions.
-
Toolbox Talks improved significantly, strengthening a regular leadership rhythm for communicating with teams. Core operating routines also became more consistent, supporting better planning, preparation, safety and smoother starts to the working day.
-
Responsibilities within an administrative function were reorganised into clearer end-to-end workflows, making ownership and accountability easier to see
-
An unnecessarily complex process involving several people and multiple steps was simplified, agreed and moved quickly into implementation.
-
Leaders began translating the longer-term strategy into quarterly goals, supported by clearer expectations around leadership, performance and follow-through.
“Our challenge wasn’t strategy. It was execution. Maria brought the structure and the discipline needed to align our Board and leadership team and follow through. We’re now seeing far more consistent execution across the business.”
CEO | Growing Regional Agribusiness
Think clearly. Act decisively. Deliver results.
Power Tynan
Strong commercial performance and employee engagement
Business turnover doubled
Net profit increased from 11% to 24%
Employee engagement reached 82%, the highest result recorded, with every employee participating
CEO Amanda Kenafake attributed the progress to people understanding and aligning around the same strategic direction and developing the capability to work together to turn ideas into action.
“Our business turnover doubled, and net profit increased from 11% to 24%.”
Amanda Kenafake | CEO, Power Tynan
BEC Feed Solutions
From silos to a stronger rhythm for execution
Executive and middle managers developed a clearer and more consistent way to communicate, plan and execute together.
Huddles became part of the way the business operated and markedly improved communication. Trust strengthened between the executive and middle-management teams and across departments, making it easier to establish cross-functional teams around important projects.
Leaders also began applying the practical tools and structures from the work to other projects across the business.
“The work gave us a more consistent way to turn strategy into action. Huddles became part of how we operate and markedly improved communication, while stronger trust across the business made it much easier to bring cross-functional teams together around important projects.”
Brett Antonio | Managing Director, BEC Feed Solutions
RSL Queensland
Stronger leadership alignment through major change
During a period of significant organisational change, executive and senior leaders established a more deliberate rhythm of stepping back, listening and working through real business challenges together.
They developed a shared understanding of the issues affecting execution, began using practical change tools and strengthened trust and collaboration by working together on real priorities.
“Our program helped our leadership team step back, think clearly and strengthen how we approach execution. It’s had a meaningful impact on how we work together and prepare for what’s ahead.”
Mel Wilson | CEO, RSL Queensland
ARM Hub
Greater clarity and connection through growth
A whole-team workshop brought leaders and staff together to strengthen their connection to ARM Hub’s direction, improve communication and explore the practical disciplines needed to support execution as the business grew.
100% rated the workshop’s overall value 4 or 5 out of 5
15 of 16 rated its effectiveness in clarifying direction and building team connection 4 or 5
100% rated the communication and quality-question content 4 or 5
4.75 out of 5 average facilitation rating, with 75% rating it excellent
“Asking quality questions at the right time actually builds trust rather than breaking it.”
Workshop participant | ARM Hub
Are you ready to close the gap between strategy and execution?
Whether you need to develop or strengthen your strategic direction or understand why your existing strategy is not delivering the results you expected, the first step is a complimentary 30-minute conversation.
It gives us an opportunity to talk through what is happening, what you would like to achieve and whether working together is the right next step.
