Six Silent Killers of Strategy Execution — and How to Beat Them
It is said.. Most strategies don’t fail in design.
They fail in execution — quietly, invisibly, and often at the top.
Michael Beer and Russell A. Eisenstat identified six ‘silent killers’ of strategy implementation. These are not obvious operational problems. They’re subtle leadership flaws that go unspoken and unchallenged — even though they shape the organisation’s performance every day.
Here’s a breakdown of the six killers — and how organisations like SRSD have tackled them head-on.SRSD stands for the Santa Rosa Systems Division, which was formerly part of Hewlett Packard (HP) and is now part of Agilent Technologies
1. Top-Down or Laissez-Faire Leadership
The Problem: Senior leaders who either control too tightly or disengage completely.
The result? Friction, confusion, and lack of accountability down the line.
The Fix: A leadership style that sets direction but invites challenge.
Leaders must advocate a path forward while actively listening to voices from below. At SRSD, the shift happened when the CEO began engaging directly with teams and encouraging honest feedback — even when it was uncomfortable.
2. Unclear Strategy and Conflicting Priorities
The Problem: No shared direction. Competing agendas. Strategic drift.
Without clarity, senior teams can’t align — and neither can the rest of the business.
The Fix: Clarity. Consistency. Conversation.
Strategy must be clearly defined, discussed often, and communicated well. At SRSD, leadership co-created a shared strategy, then refined it using feedback from across the organisation.
3. Ineffective Senior Management Team
The Problem: Leaders work in silos. Strategic issues are dodged. Conflicts go unresolved.
This kills alignment and undermines trust.
The Fix: A senior team that’s collaborative, candid, and aligned.
They need to welcome conflict, not avoid it — and use it to strengthen decisions. SRSD’s top team transformed its own dynamic by facing tough conversations together and redesigning how they worked.
4. Poor Vertical Communication
The Problem: Feedback doesn’t flow.
People at the front line feel unheard — or worse, afraid to speak up.
The Fix: Open, honest, two-way communication.
This means creating safe channels for upward feedback and downward transparency. SRSD’s task force uncovered the “unvarnished truth,” while leadership committed to listening without defensiveness.
5. Poor Coordination Across Functions or Units
The Problem: Different departments pulling in different directions.
Middle managers feel caught between competing demands.
The Fix: Cross-functional teamwork and aligned incentives.
Organisations must shift from internal competition to collaboration. SRSD restructured its teams around business goals rather than functions — driving both coordination and accountability.
6. Weak Leadership Development Down the Line
The Problem: Mid-level managers aren’t growing into leaders.
Without development, they can’t run complex, cross-functional efforts.
The Fix: Build leadership into the system.
Give emerging leaders real responsibility, support, and exposure. At SRSD, involving mid-level managers in the strategy task force gave them hands-on leadership experience — and built a strong pipeline for the future.
How to Break the Cycle
These six silent killers don’t just block strategy — they feed each other.
Over time, they create a cycle of mistrust, disengagement, and weak execution.
But with the right mindset, each “killer” can become a capability.
It starts with facing the truth — and inviting the whole organisation into the conversation.
Top Tips for Leaders
Embrace upward feedback as a strategic asset
Create clarity, not just vision
Encourage constructive conflict at the top
Build systems for open communication
Break silos through shared goals
Invest in leadership — early and often
Self-Check for Your Organisation
Are your priorities clear and shared?
Does your top team work *together* — or apart?
Is honest feedback welcomed, or avoided?
Do people understand *why* the strategy matters?
Is coordination stronger than internal competition?
Are future leaders being developed on purpose?
Final Thought
Most strategy failures aren’t dramatic.
They’re quiet. Cultural. Embedded in the everyday.
So here’s the big question:
What silent killer might be quietly undermining strategy in *your* organisation — and what will you do about it?
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