Why growth plans fail at the handover, not the strategy

The analysis is usually sound. What breaks is the translation from a plan into the specific things people do on Monday.

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When a growth plan does not deliver, the post-mortem tends to interrogate the strategy. Was the market read correctly? Was the positioning right? Occasionally the answer is no. More often the strategy was defensible and something else went wrong: the plan was never converted into work. This failure has a recognisable shape, and it happens at the handover — the point where a document becomes someone’s job. The gap between a decision and a task A plan typically ends at the level of decisions: enter this segment, reposition around this…

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