Not long ago, I facilitated a strategy workshop for a board. After much debate, we landed on the big-ticket items that were needed to boost growth. There was a combination of happiness and relief in the room. But, knowing what I know from the hundreds and hundreds of workshops I have run for boards and executive teams to consider the challenges being faced in executing their strategy, I had insisted on leaving sufficient time for one last activity. A pre-mortem on the new strategic initiatives to identify why they may fail.

Strategy lives and dies in implementation. You can make the smartest, sharpest decision at the top. But unless it’s translated into thousands of small, well-executed actions, it’s just a good idea gathering dust on a shelf.

I often talk about the Decision Value Curve. Picture an inverted logarithmic curve – starts high and drops quickly with a long tail. That one big decision at the top? Sure, it matters. But the cumulative impact of the thousands of smaller decisions your teams make each day? That’s where the true value lies.

If the teams down the line don’t have clarity on the why and the how, they’ll improvise. That’s when strategies go sideways. Without alignment and clear communication, the wheels start to wobble.

You need mechanisms that cascade decisions with purpose and precision. That means process mapping, clear guidelines, and empowering people with the tools to make consistent decisions that align with the strategy.

For C-suite leaders: After you make a strategic decision, shift your attention to how it’s being executed. Walk the floors (real or virtual) and ask about the decisions people are making every day that tie back to your strategy. Visibility creates alignment.

For risk professionals: Implementation is where risk appetite meets reality. Monitor those everyday decisions for drift from intended strategy. Be the early warning system that catches misalignment before it becomes mission-critical.