When Strategy and Execution Fall Out of SyncSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoStrategy execution|When Strategy and Execution Fall Out of SyncSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoStrategy executionWhen Strategy and Execution Fall Out of Sync by Faye McCrayJanuary 22, 2026HBR Staff/Benne Ochs/Getty ImagesPostPostShareSaveBuy CopiesPrintSummary.   Leer en españolLer em portuguêsPostPostShareSaveBuy CopiesPrintI’m not a runner, but I love to watch the relay.Faye McCray is the CEO and Principal Strategist of Culture & Quill, a strategic communications agency that helps organizations navigate change and growth. An attorney and former media executive, she has led strategy for Healthline Media, Well+Good, and Livestrong. Her clients have included The Washington Post and Goldman Sachs, where she serves as a Business Advisor. A TEDx speaker, Faye has appeared on NBC News Now and Fox 5 DC, and her writing has been featured in The New York Times, Newsweek, HuffPost, and more.PostPostShareSaveBuy CopiesPrintRead more on Strategy execution or related topics Strategy formulation and Collaboration and teamsPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

The core of the article, “When Strategy and Execution Fall Out of Sync,” by Faye McCray, centers on the critical and often problematic disconnect between a company’s strategic vision and its operational implementation. McCray, through her experience as CEO and Principal Strategist of Culture & Quill, argues that this misalignment isn’t merely an oversight but a fundamental risk factor that can severely impede organizational success. The piece establishes McCray’s credentials, highlighting her background as a legal professional and former media executive, emphasizing her expertise in guiding organizations through periods of significant change and growth, experiences that underpin her analysis.

The central premise is that many organizations articulate compelling strategies – often developed with considerable effort and intellectual rigor – that are subsequently undermined by a lack of cohesion between the stated goals and the actions taken to achieve them. This disconnect, McCray posits, occurs across various levels of an organization, from top-level leadership failing to translate strategic intent into concrete operational priorities, to middle management interpreting those priorities in ways that deviate from the original vision, and finally, to front-line employees executing tasks that don’t support the overarching strategy. She uses the metaphor of a relay race to illustrate this point – if one runner drops the baton, the entire team loses.

A key element of McCray’s argument involves unpacking the often-overlooked psychological and behavioral factors contributing to this misalignment. She identifies several recurring patterns, including a tendency for teams to focus on short-term, tactical goals at the expense of long-term strategic objectives, a lack of clear accountability for executing the strategy, insufficient communication and feedback loops, and resistance to change among employees who may perceive the strategy as disruptive or overly ambitious. Furthermore, the author highlights how reactive organizational cultures, driven by immediate pressures and crises, can further exacerbate the problem, diverting resources and attention away from strategic initiatives.

The article doesn’t offer a prescriptive solution but instead provides a framework for diagnosing the problem. It emphasizes the importance of establishing a strong “strategic anchor”— a clear, consistently communicated articulation of the strategy that is understood and embraced by all stakeholders. This includes defining measurable goals, establishing key performance indicators (KPIs) to track progress, and fostering a culture of accountability. Critically, McCray stresses the need for robust mechanisms for feedback and communication, ensuring that frontline employees understand the rationale behind the strategy and that their insights are incorporated into its execution. She argues that a failure to acknowledge and address the human element – employee morale, engagement, and motivation – will inevitably lead to discrepancies between strategy and execution.

The piece concludes by reinforcing the idea that aligning strategy and execution is a continuous process, not a one-time fix. It requires sustained effort, strong leadership, and a willingness to adapt and adjust as circumstances change. Ultimately, McCray’s analysis serves as a cautionary tale, reminding business leaders that a brilliant strategy, left unexecuted, is simply a waste of time and resources.