Strategy execution by Andy West, Antoine Montard, Sébastien Lacroix and Whitney ZimmermanJuly 8, 2026PostSummary. Most organizations invest top management time in strategy design. Fewer invest as much in its mobilization—the critical work between decision and execution that ensures a strategy survivesLeer en españolLer em portuguêsPostStrategy is commanding more executive attention than it has in years, as leaders take on M&A, market reinvention, and AI-driven transformation all at once. If there was ever a moment to get strategy right, it’s now.PostRead more on Strategy execution or related topics Strategy, Change management and Corporate strategy
How to Ensure Your Company Acts on Your New Strategy
Most organizations invest top management time in strategy design. Fewer invest as much in its mobilization—the critical work between decision and execution that ensures a strategy survives an organization’s inertia. Yet McKinsey research across more than 400 companies, representing various industries, geographies, and sizes—has found that the ability to mobilize is the biggest differentiator between companies that achieve the highest profits and those that fall to the bottom. Three actions make the difference: 1) Confronting cognitive biases, particularly anchoring to last year’s budget, and evaluating bold moves one at a time rather than as a portfolio; 2) Demanding precision around what you will do and what you will stop doing; and 3) Deliberately building an always-on mobilization muscle.
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