Nowadays companies struggle to improve their strategy execution. How do we know what are the main problems in this field? Let’s take a look at some sources: large-scale surveys with corporate executives and managers.
![EIU Research 2014](https://i0.wp.com/tebe.blog/wp-content/uploads/2022/08/EIU-2004-IMG_1036.jpg?resize=660%2C511&ssl=1)
First The Economist Intelligence Unit study from 2004. The EIU conducts periodic research on the subject. In 2004 they surveyed 276 executives in the US and Canada. Only 43% rated their companies as successful at executing strategic initiatives. The most important issue to improve: communication from senior management.
![Booz Hamilton HBR 2008](https://i0.wp.com/tebe.blog/wp-content/uploads/2022/08/Booz-2008-IMG_1033.jpg?resize=660%2C467&ssl=1)
In „Secrets to successful strategy execution” published by HBR in 2008 consultants from Booz & Company share results from their 5 years long research (1000 organizations). Three out of five companies when asked if “Important strategic and operational decisions are quickly translated into action” the answer was no. Again similar results: information and decision rights are crucial to successful execution.
![Hrebeniak 2006 research](https://i0.wp.com/tebe.blog/wp-content/uploads/2022/08/hrebeniak-2006.png?resize=660%2C307&ssl=1)
Wharton–Gartner Survey described by Professor Lawrence G. Hrebiniak in „Obstacles to Effective Strategy Implementation” paper (2006). He wrote: „I undertook an empirical study of implementation issues in which data were collected from 443 managers involved in strategy execution”. Key obstacles: poor change management, vague strategy and poor information sharing.