Bridging The Strategy Implementation Gap: Why executives must champion project delivery to realise the UK’s Industrial Strategy

lorenaflorian0
Jun 25
3 min read

Updated: 6 days ago

The recently released UK’s Modern Industrial Strategy [i] is a bold ten-year vision aimed at transforming the economy. It targets eight high-growth sectors, unlocking investments and creating high-quality jobs across the country. However, for executives, program sponsors, and decision-makers, one truth stands out:

Strategy Execution: The Crucial Factor

As outlined in The Strategy Implementation Gap by James Bawtree and Michael Young, the real challenge lies not in crafting strategy but in delivering it. Research indicates that 70% of IT projects [ii] and an astonishing 99.5% of mega-projects [iii] fail to meet their goals. The UK’s ambitious industrial transformation is at risk unless we effectively close the gap between intent and implementation.

The Strategy Implementation Gap: A Leadership Imperative

The Industrial Strategy acknowledges this crucial challenge. It’s not merely about policy; it’s about delivery. Bawtree and Young argue that organizations often fall short because they:

Separate strategy from delivery
Underestimate the complexity of implementation
Lack the correct governance, culture, and capability for execution

According to Forbes, 82% of Fortune 500 CEOs believe their organizations excel at strategic planning. However, only 14% think they are effective at implementing those strategies. This disparity reflects The Strategy Implementation Gap—and it's where executive leadership must engage.

The DELIVER Framework: A Principle-Based Approach to Execution

To bridge this gap, Bawtree proposes the DELIVER framework—an award-winning, practical, principle-based model designed to turn strategy into tangible results:

Discover: Diagnose issues and opportunities through structured reviews and stakeholder engagement.
Examine: Link issues to solutions, prioritizing based on value and risk.
Learn: Leverage lessons from past initiatives and industry best practices.
Implement: Utilize adaptive, outcome-focused delivery methods.
Validate: Continuously assess effectiveness through feedback and performance data.
Evaluate: Refine processes and systems to improve efficiency and impact.
Reinforce: Embed the five principles—Purpose, People, Practices, Platform, and Performance—into your organization’s DNA.

This framework aligns with the UK’s Industrial Strategy, which champions a whole-of-government, long-term approach to delivery. Bawtree has successfully led such an initiative in Australasia.

Why Project Management is Your Strategic Lever

Project management is not merely a technical discipline; it serves as a strategic enabler. Here’s why it is crucial for executives:

Complexity demands coordination: The Industrial Strategy encompasses multiple sectors, regions, and agencies. Effective project governance ensures alignment and accountability.
Execution requires agility: In today’s volatile environment, adaptive delivery models are essential. The DELIVER framework supports iterative, responsive execution.
Outcomes need ownership: Sponsors must actively participate; a maximum of three programs/projects per sponsor facilitates focus and effectiveness.
Performance must be measured: Lead indicators, rather than merely lagging metrics, are vital for tracking progress and making timely adjustments.

What Executives Must Do Now

To ensure the UK’s Industrial Strategy fulfills its promise, executive sponsors must adopt a proactive, principle-based execution approach. This includes:

✅ Championing the DELIVER framework—Embed it into strategic initiatives and governance structures to create alignment from vision to value.

✅ Investing in project management competencies—Build internal capabilities at all organizational levels. This encompasses training, certification, and mentorship to ensure teams can plan, execute, and adapt efficiently.

✅ Fostering a culture of innovation—Empower teams to experiment, iterate, and learn. Encourage cross-functional collaboration and create safe spaces for testing new ideas.

✅ Leveraging digital technologies—Implement platforms that provide real-time visibility, streamline collaboration, and support agile delivery. A modern Strategy Implementation Platform, such as PMLogic’s SIP® solution, can significantly enhance transparency and accountability.

✅ Permitting an agreed level of failure—Embrace disciplined risk management. Not every initiative will succeed, but with clear governance, lead indicators, and adaptive planning, you can fail fast, learn quickly, and redirect resources effectively.

✅ Demanding visibility and accountability—Insist on dashboards, milestone tracking, and benefit realization reviews. Ensure every initiative has a clear owner, defined outcomes, and a feedback loop.

✅ Aligning incentives with outcomes—Ensure that metrics for executive and team performance reflect strategic goals, not just operational outputs. Promote rewards for collaboration, adaptability, and long-term value creation.

Conclusion: From Policy to Progress

The UK’s Industrial Strategy represents a once-in-a-generation opportunity. However, it can only succeed if leaders effectively close the strategy implementation gap. As The Strategy Implementation Gap emphasizes: strategy is not just about vision—it’s about execution. Execution is a discipline that leadership must prioritize.

“A poor plan executed now is better than a perfect plan executed next week.” — George S. Patton

Let’s not wait. Let’s DELIVER!

You can receive the first three chapters of The Strategy Implementation Gap here.

Do you have questions or want to explore how we can support your organization’s transformation journey? Get in touch with our team — we’d love to hear from you.

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