You are brilliant at your job. You deliver results, solve problems and consistently exceed expectations. You are often regarded as the leader everyone can count on.

But even with an excellent track record, when the big strategic decisions are made, you’re not in the room. When senior leadership discusses the company’s future direction, your insights aren’t sought out. When big changes are launched, you’re told about them rather than asked to shape them.

Sound familiar? You’re experiencing what thousands of capable leaders face in large organisations: the invisible ceiling of strategic credibility.

Despite well crafted strategies, many organisations struggle to turn vision into reality. Research shows approximately 70% of strategic initiatives fail to deliver intended outcomes, with some IT projects so disastrous they threaten company survival. This disconnect between strategic intent and operational execution is known as the “strategy execution gap”.

Your board wants certainty. Your team hungers for clear direction. Yet in today's environment, the landscape keeps shifting beneath your feet. If you're finding that traditional strategic planning approaches aren't delivering the engagement and results you need, you're not alone.

Unlocking strategic advantage lies in the synergy of internal expertise and external perspectives. Together, they reveal risks, opportunities, and pathways to your desired future.

Interesting that everyone can be a strategic thinker, but not everyone's seen as "strategic." Why? It comes down to one surprisingly simple difference.

Most people agree that to be an effective operational leader, you need to engage in opportunistic strategic decision making daily, if not hourly! This raises a critical question for those in leadership positions. Are you being a strategic communicator as well as a strategic thinker? 

By embracing Open Strategy, you're not just delegating details; you're enriching your organisation's ability to flex the strategic activity to achieve your objectives.