Moving from strategy to execution remains one of the major friction points within organizations. Not because of a lack of ideas, nor even due to poor planning, but because execution requires the alignment of several elements that are rarely addressed in an integrated manner.
Effective execution always rests on four factors. What I call The 4 Vectors of Execution©:
- Processes
- People
- Tools / resources
- Mindset
They are not optional, nor can they function in isolation. The absence or weakness of any one of them is enough to stall—or outright sabotage—any strategy, no matter how solid it may appear on paper.
1. Processes: without order, there is no execution
Strategies are not executed via task lists; they are executed through processes. A process defines how work flows, who is involved, in what order, with which dependencies, how different deliverables are validated within a sequence or workflow, and according to which quality standards.
What happens when there are no processes…
- Work becomes reactive. There is the added risk that it also becomes chaotic.
- Duplications, frictions, and conflicts of responsibility emerge.
- Execution depends on individual effort and tacit “know-how”. Everything that is tacit — everything taken for granted — is an enemy of processes.
- As a result, the organization will find it very difficult to scale: that is, to grow in volume and complexity without proportionally increasing headcount or operational friction.
Without processes, execution ultimately turns into an exercise in voluntarism at best. We end up in a self-management scenario—something any minimally serious organization should avoid.
2. People: who executes, and with what capabilities
Processes do not execute themselves. People execute them, either directly or supported by resources, technological or otherwise. Here lies one of the most common mistakes: assuming that anyone can execute any process as long as it is well defined.
What happens when the right people are missing…
- Processes are distorted to fit the team’s limitations.
- Decisions are delayed or made poorly due to lack of judgment.
- Excessive dependency on key individuals appears.
- Frustration, burnout, and turnover follow.
It is not just about headcount, but about capability, experience, and fit with the type of execution the strategy requires.
“What do we do with four sofas and no lamp? We may be comfortable, but undoubtedly in the dark.”
The alignment between required and available skills must exist; if it does not, it must be deliberately enforced
3. Tools and resources: without means, execution is fiction
People need tools and resources to execute: systems, technology, time, budget, and organizational support. Attempting to execute without providing sufficient means is an elegant way of announcing failure in advance.
What happens when resources are limited or inadequate…
- Processes slow down or become unnecessarily manual.
- People compensate for a while, but eventually burn out.
- Shortcuts are taken that compromise quality.
- The organization confuses effort with performance.
Having processes and people without sufficient resources turns execution into a test of endurance, not an efficient system.
4. Mindset: the most difficult, volatile, and decisive vector
While structuring processes, people, and resources is far from trivial, the most complex vector is mindset. It is also the hardest to control and the one that can most quickly blow up any strategy.
What do we mean by mindset?
In professional terms, mindset is the set of soft skills, attitudes, and mental patterns that determine how a person approaches work, change, and decision-making. It includes, among others:
- Ability to adapt and learn continuously.
- Openness to change and new ways of working.
- Individual accountability and a sense of ownership.
- Ability to prioritize and to let go.
- Management of error and uncertainty.
- Genuine collaboration versus silo protection.
What happens when mindset does not align…
- People keep working as before, even if the strategy has changed.
- Comfort zones and power positions are protected.
- Standardization and operational discipline are resisted.
- Execution is questioned, but personal behaviors are not.
Execution implies shedding ballast: abandoning habits, approaches, and practices that no longer serve. Without this internal shift, any strategy ends up as a superficial layer on top of an organization that continues to operate in exactly the same way.
The recurring mistake: believing three out of four is enough
Processes without the right people do not work. People without resources burn out. Resources without processes are wasted.
And without mindset, all of the above becomes extremely difficult to orchestrate.
Real execution only happens when the four vectors are aligned and reinforce one another.
Conclusion
The gap between strategy and execution is not closed with more planning, but with organizational coherence. Executing is not about demanding more effort, but about creating the right conditions for work to happen consistently.
- Clear processes.
- Capable people.
- Sufficient tools and resources.
- And, above all, a mindset willing to change.
Everything else is well-written documents and results that never arrive.
[This model has been developed by its author, Oriol Guitart. All rights reserved, with the duration and extension established by the Intellectual Property Law. Its reproduction, dissemination, public communication and/or total or partial transformation is strictly prohibited without the express written authorization of the author, who must in any case be recognized as such in any subsequent use.]
