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

lorenaflorian0
24 hours ago
4 min read

The recently released UK’s Modern Industrial Strategy [i] is a bold 10-year vision to transform the economy—targeting eight high-growth sectors, unlocking investment, and creating high-quality jobs across the country. But for executives, program and project sponsors and decision-makers, one truth is clear:

Strategy doesn’t fail in the boardroom or Cabinet Office —it fails in execution.

As outlined in The Strategy Implementation Gap by James Bawtree and Michael Young, the real challenge isn’t crafting strategy—it’s delivering it. And with 70% of IT projects [ii] and as high as 99.5% of mega-projects [iii] failing to meet their goals, the UK’s ambitious industrial transformation is at risk unless we close the gap between intent and implementation.

The Strategy Implementation Gap: A Leadership Imperative

The Industrial Strategy acknowledges this challenge. It’s not just about policy—it’s about delivery. But as Bawtree and Young argue, most organisations fall short because they:

Separate strategy from delivery
Underestimate the complexity of implementation
Lack the right governance, culture, and capability to execute

According to Forbes, while 82% of Fortune 500 CEOs believe their organisations are good at strategic planning, only 14% believe they’re good at implementing it.

This is The Strategy Implementation Gap—and it’s where executive leadership must step in.

The DELIVER Framework: A Principle-Based Approach to Execution

To bridge this gap, Bawtree propose the DELIVER framework—an award winning, practical, principle-based model for turning strategy into results:

Discover: Diagnose issues and opportunities through structured reviews and stakeholder engagement.
Examine: Link issues to solutions and prioritise based on value and risk.
Learn: Leverage lessons from past initiatives and industry best practices.
Implement: Use 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 organisation’s DNA.

This framework aligns perfectly with the UK’s Industrial Strategy, which calls for a whole-of-government, long-term approach to delivery, which is something that Bawtree has already led in Australasia.

Why Project Management is Your Strategic Lever

Project management isn’t just a technical discipline—it’s a strategic enabler. Here’s why it matters to you as an executive:

Complexity demands coordination: The Industrial Strategy spans sectors, regions, and agencies. Project governance ensures alignment and accountability.
Execution requires agility: In a volatile world, adaptive delivery models are essential. The DELIVER framework supports iterative, responsive execution.
Outcomes need ownership: Sponsors must be active, not passive. As the book notes, no more than three programs/projects per sponsor ensures focus and effectiveness.
Performance must be measured: Lead indicators, not just lag metrics, are key to tracking progress and making timely course corrections.

What Executives Must Do Now

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

✅Championing the DELIVER framework — embed it into your strategic initiatives and governance structures to ensure alignment from vision to value.

✅ Investing in project management competencies — build internal capability across all levels of the organisation. This includes training, certification, and mentoring to ensure your teams can plan, execute, and adapt effectively.

✅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 — adopt platforms that provide real-time visibility, streamline collaboration, and support agile delivery. A modern Strategy Implementation Platform such as PMLogic’s SIP® solution can dramatically improve 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 where they matter most.

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

✅ Aligning incentives with outcomes — ensure executive and team performance metrics reflect strategic goals, not just operational outputs. Reward collaboration, adaptability, and long-term value creation.

Conclusion: From Policy to Progress

The UK’s Industrial Strategy is a once-in-a-generation opportunity for the UK. But it will only succeed if leaders can close the strategy implementation gap. As The Strategy Implementation Gap makes clear: strategy is not just about vision—it’s about execution. And execution is a discipline that must be led from the top.

“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.

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

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