—KIKO BUENAVENTURA Strategies rarely fail because of execution. We like to blame execution because it is a visible, actionable scapegoat. But the truth is more structural. Strategies fail
—KIKO BUENAVENTURA
Strategies rarely fail because of execution. We like to blame execution because it is a visible, actionable scapegoat.
But the truth is more structural. Strategies fail because of unverified assumptions—invisible pillars embedded in decisions that were never explicitly tested or governed.
To understand it properly, we must distinguish between two layers of the mental stack: the reasoning architecture and the governance mechanism.
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The nodding trap
On paper, everything appears ready for execution. Yet somewhere between six and twelve months later, momentum slows...
Every product decision rests on at least one assumption that, if wrong, makes the entire effort...
Most organizational change efforts fail not because of poor execution but because senior leaders fall into a false alignment trap…
It's not strategy. It's not funding. It's a cognitive bias called the false consensus effect.
Most organisations survive by muddling through rather than flawless planning or execution.
It's not strategy. It's not funding. It's a cognitive bias called the false consensus effect.
