Strategy Execution Frameworks

By now, the "95% failure rate" of GenAI financial returns (ref MIT's Project NANDA) is part of all consulting decks. The report blames the incorrect approach as the primary reason, rather than model maturity, etc. The key is to understand what #ROI metrics are used to determine the financial returns. I asked #Copilot on this, and here's what it told me: --- Here are three examples of ROI frameworks that enterprises are using to evaluate and scale GenAI adoption effectively: 1. Business Outcome-Based ROI Framework (Gartner) Summary: Gartner recommends aligning GenAI initiatives with measurable business outcomes such as cost reduction, revenue growth, or productivity gains. For example, a retail company using GenAI for automated product descriptions tracked a 22% increase in conversion rates and a 15% reduction in content creation costs. The framework emphasizes setting baseline metrics before deployment and tracking improvements post-implementation. 🔗 https://lnkd.in/dER7cTeF 2. Time-to-Value and Efficiency Metrics (BCG) Summary: Boston Consulting Group suggests using time-to-value (TTV) and operational efficiency as key ROI indicators. In one case, a logistics firm used GenAI to optimize routing, reducing delivery times by 18% and fuel costs by 12%. BCG’s framework includes pre/post comparisons, automation impact, and employee productivity metrics to quantify GenAI’s contribution. 🔗 https://lnkd.in/da2zcSfW 3. Model Performance vs. Business KPIs (McKinsey) Summary: McKinsey advocates for linking GenAI model performance directly to business KPIs. For instance, a financial services firm used GenAI for customer support automation and tracked resolution time, customer satisfaction scores, and call deflection rates. The framework includes continuous monitoring of model accuracy, relevance, and business impact. 🔗 https://lnkd.in/dA6zEGuS 🔑 Key Message Summary Effective GenAI ROI frameworks combine technical performance metrics with business impact indicators. Leading approaches include tracking cost savings, productivity gains, time-to-value, and alignment with strategic KPIs. Enterprises that define success upfront and monitor outcomes continuously are more likely to scale GenAI successfully. --- The direction taken seems to be well-intentioned. However, the measure of success is not quite what might lead to real solid business outcomes! Individual productivity improvements are just that! They don't scale across the organization unless "vertically scaled" top-to-down an entire process delivering bottomline improvements, which then need to be further "horizontally scaled" end-to-end across the entire value chain of the firm to deliver topline value! My forthcoming book on Cognitive Chasm provides actionable guidance to practitioners on this.

A roadmap is not a strategy! Yet, most strategy docs are roadmaps + frameworks. This isn't because teams are dumb. It's because they lack predictable steps to follow. This is where I refer them to Ed Biden's 7-step process: — 1. Objective → What problem are we solving? Your objective sets the foundation. If you can’t define this clearly, nothing else matters. A real strategy starts with: → What challenge are we responding to? → Why does this problem matter? → What happens if we don’t solve it? — 2. Users → Who are we serving? Not all users are created equal. A strong strategy answers: · What do they need most? · Who exactly are we solving for? · What problems are they already solving on their own? A strategy without sharp user focus leads to feature bloat. — 3. Superpowers → What makes us different? If you’re competing on the same playing field as everyone else, you’ve already lost. Your strategy must define: · What can we do 10x better than anyone else? · Where can we persistently win? · What should we not do? This is where strategy meets competitive advantage. — 4. Vision → Where are we going? A roadmap tells you what’s next. A vision tells you why it matters. Most PMs confuse vision with strategy. But a vision is long-term. It’s a north star. Your strategy answers: How do we get there? — 5. Pillars → What are our focus areas? If everything is a priority, nothing really is. In my 15 years of experience, great strategy always come with a trade-offs: → What are our big bets? → What do we need to execute to move towards our vision? → What are we intentionally not doing? — 6. Impact → How do we measure success? Most teams obsess over vanity metrics. A great strategy tracks what actually drives business success. What outcomes matter? → How will we track progress? → What signals tell us we’re on the right path? — 7. Roadmap → How do we execute? A roadmap should never be a list of everything you could do. It should be a focus list of what truly matters. Problems and outcomes are the currency here. Not dates and timelines. — For personal examples of how I do this, check out my post: https://lnkd.in/e5F2J6pB — Hate to break it to you, but you might be operating without a strategy. You might have a nicely formatted strategy doc in front of you, but it’s just a… A roadmap? a feature list? a wishlist? If it doesn’t connect vision to execution, prioritize trade-offs, and define competitive edge… It’s not strategy. It’s just noise.

90% of startups don’t fail because of: Bad marketing, a weak team, or even a poor product. They fail because they lack a repeatable decision-making process. Here’s the framework I use to make better, faster decisions in business. I call it “The Iteration Loop.” It’s a structured way to identify what’s working, what’s broken, and what to do next, without getting stuck in endless guesswork. It gives you a systematic way to eliminate bottlenecks, optimize execution, and scale with clarity. Here are the 6 phases: 1. Bottleneck Identification 2. Clarifying the Goal 3. Solution Brainstorming 4. Focused Execution 5. Performance Review 6. Iterate & Improve 1️⃣ Bottleneck Identification Before you can fix anything, you need to identify the real problem. Most entrepreneurs spin their wheels solving the wrong issues because they never dig deep enough. To get clarity, ask: + What's the biggest constraint stopping growth right now? + What metric, if doubled, would create the biggest impact? + What’s preventing us from getting there? If you don’t identify the root problem, every solution you apply will be wasted effort. 2️⃣ Clarifying the Goal Once you know the problem, define the exact outcome you’re solving for. I use a simple Three-Part Goal Formula: 1. What are we trying to achieve? 2. By when? 3. What constraints do we have? Vague goals lead to vague actions. Precision forces progress. 3️⃣ Solution Brainstorming Now, generate every possible solution—without filtering. Most people limit themselves to their existing knowledge, which is why they get stuck. Instead, ask: “If there were no rules, what would I do?” This opens up better, faster, and often simpler solutions you wouldn’t have otherwise considered. 4️⃣ Focused Execution Don’t test everything at once—test one variable at a time. Most teams waste months by making too many changes at once, leading to messy, inconclusive results. Instead, break it down: 1. Test one key assumption. 2. Measure one KPI that proves or disproves it. 3. Execute for a set period, then review. 4. Speed matters. Complexity kills momentum. 5️⃣ Performance Review Your data isn’t just numbers—it’s feedback on your decision-making process. Your job is to analyze: + Did the solution work? + Why or why not? + What does this tell us about our business? Every test refines your ability to make better future decisions. 6️⃣ Iterate & Improve Most companies don’t fail from making the wrong move—they fail from making no moves at all. The only way to win long-term is to keep iterating. Instead of fearing failure, build a culture that rewards learning. Failure + Reflection = Progress. If you aren’t improving your decision-making process, your business will eventually hit a ceiling. That’s why I built The Iteration Loop—so every problem becomes an opportunity for better, faster execution. P.S. If you want the scaling roadmap I used to scale 3 businesses to $100M and beyond, you can get it for free from the link in my profile.

In 2021, I proposed an initiative I thought was brilliant—it would help my team make faster progress and better leverage each member's unique skills. Brilliant, right? Yet, it didn’t take off. Many ideas or initiatives fail because we struggle to gain buy-in. The reasons for resistance are many, but Rick Maurer simplifies them into three core categories: (1) "I don’t get it" Resistance here is about lack of understanding or information. People may not fully grasp the reasons behind the change, its benefits, or the implementation plan. This often leaves them feeling confused or unsure about the impact. (2) "I don’t like it" This is rooted in a dislike for the change itself. People might feel it disrupts their comfort zones, poses a negative impact, or clashes with personal values or interests. (3) "I don’t like YOU." This is about the messenger, not the message. Distrust or lack of respect for the person initiating the change can create a barrier. It might stem from past experiences, perceived incompetence, or lack of credibility. When I work with leaders to identify which category resistance falls into, the clarity that follows helps us take targeted, practical steps to overcome it. - To address the "I don't get it" challenge, focus on clear, accessible communication. Share the vision, benefits, and roadmap in a way that resonates. Use stories, real-life examples, or data to make the case relatable and tangible. Give people space to ask questions and clarify concerns—often, understanding alone can build alignment. - To address the "I don't like it" challenge, emphasize empathy. Acknowledge potential impacts on routines, comfort zones, or values, and seek input on adjustments that could reduce disruption. If possible, give people a sense of control over aspects of the change; this builds buy-in by involving them directly in shaping the solution. - And to address the "I don't like you" challenge, solving for the other two challenges will help. You can also openly address past issues, if relevant, and demonstrate genuine commitment to transparency and collaboration Effective change isn’t just about the idea—it’s about knowing how to bring people along with you. #change #ideas #initiatives #collaboration #innovation #movingForward #progress #humanBehavior

One of the hardest balances to master as a leader is staying informed about your team’s work without crossing the line into micromanaging them. You want to support them, remove roadblocks, and guide outcomes without making them feel like you’re hovering. Here’s a framework I’ve found effective for maintaining that balance: 1. Set the Tone Early Make it clear that your intent is to support, not control. For example: “We’ll need regular updates to discuss progress and so I can effectively champion this work in other forums. My goal is to ensure you have what you need, to help where it’s most valuable, and help others see the value you’re delivering.” 2. Create a Cadence of Check-Ins Establish structured moments for updates to avoid constant interruptions. Weekly or biweekly check-ins with a clear agenda help: • Progress: What’s done? • Challenges: What’s blocking progress? • Next Steps: What’s coming up? This predictability builds trust while keeping everyone aligned. 3. Ask High-Leverage Questions Stay focused on outcomes by asking strategic questions like: • “What’s the biggest risk right now?” • “What decisions need my input?” • “What’s working that we can replicate?” This approach keeps the conversation productive and empowering. 4. Define Metrics and Milestones Collaborate with your team to define success metrics and use shared dashboards to track progress. This allows you to stay updated without manual reporting or extra meetings. 5. Empower Ownership Show your trust by encouraging problem-solving: “If you run into an issue, let me know your proposed solutions, and we’ll work through it together.” When the team owns their work, they’ll take greater pride in the results. 6. Leverage Technology Use tools like Asana, Jira, or Trello to centralize updates. Shared project platforms give you visibility while letting your team focus on execution. 7. Solicit Feedback Ask your team: “Am I giving you enough space, or would you prefer more or less input from me?” This not only fosters trust but also helps you refine your approach as a leader. Final Thought: Growing up playing sports, none of my coaches ever suited up and got in the game with the players on the field. As a leader, you should follow the same discipline. How do you stay informed without micromanaging? What would you add? #leadership #peoplemanagement #projectmanagement #leadershipdevelopment

Over the years, I've discovered the truth: Game-changing products won't succeed unless they have a unified vision across sales, marketing, and product teams. When these key functions pull in different directions, it's a death knell for go-to-market execution. Without alignment on positioning and buyer messaging, we fail to communicate value and create disjointed experiences. So, how do I foster collaboration across these functions? 1) Set shared goals and incentivize unity towards that North Star metric, be it revenue, activations, or retention. 2) Encourage team members to work closely together, building empathy rather than skepticism of other groups' intentions and contributions. 3) Regularly conduct cross-functional roadmapping sessions to cascade priorities across departments and highlight dependencies. 4) Create an environment where teams can constructively debate assumptions and strategies without politics or blame. 5) Provide clarity for sales on target personas and value propositions to equip them for deal conversations. 6) Involve all functions early in establishing positioning and messaging frameworks. Co-create when possible. By rallying together around customers’ needs, we block and tackle as one team towards product-market fit. The magic truly happens when teams unite towards a shared mission to delight users!

Why 70% of Strategies Fail (And How to Avoid It) Most companies don’t fail because of bad ideas. They fail because of bad execution. But why does this happen? It’s not a lack of vision. It’s the execution gaps that derail even the best strategies. Here are the top 5 reasons strategies fail and how you can fix them: 1. Lack of Clarity When the strategy isn’t clear, teams work in silos with conflicting priorities. ↳Fix: Communicate your strategy in plain, actionable terms that everyone understands. 2. Poor Alignment Teams are moving in different directions, wasting time and resources. ↳Fix: Ensure alignment across all levels by connecting every department’s goals to the overall strategy. 3. No Accountability Strategies die when no one takes ownership. ↳Fix: Assign clear owners for every action item and regularly track progress. 4. Overcomplication Too many priorities dilute focus. ↳Fix: Simplify your strategy to 3 core objectives (less is more!). 5. Ignoring Feedback Leaders don’t adapt the strategy when on-the-ground realities change. ↳Fix: Create feedback loops with your team to adjust as you go. Remember: A successful strategy ≠ plan, it’s a system of execution, alignment, and adaptability. 💬 What’s the biggest challenge you’ve faced when executing a strategy? ___ 📌 Save this post and tag someone who’s crafting their next big strategy. ✨ Follow me, Hetali Mehta, MPH for more strategic insights.

most ceos obsess over strategy, product, and capital—yet ignore the one lever that makes every move stick: strategic communication. i’ve seen brilliant founders pour millions into innovation only to stall because employees, investors, and even customers couldn’t articulate the mission. when communication is treated as a tactical afterthought, momentum leaks out of the system. here’s the simple math i walk leaders through: clarity cuts the noise ↳ if your team can’t repeat your top three priorities on demand, the message hasn’t landed. connection builds capacity ↳ information flows freely when silos are bridged, turning scattered talent into a single powerhouse. momentum fuels drive ↳ stories that make people feel part of something bigger spark energy you can’t buy with perks. alignment reduces friction ↳ psychological safety plus clear decision frameworks keep teams moving in the same direction. invest in the “transmission,” not just the engine. strategic comms turns vision into traction.

Scaling an agentic AI business to $10s of millions in ARR and $100M+ in funding has taught me a hard lesson: Most leaders get planning wrong. Especially OKRs. I see it all the time—especially with ops teams and customer support orgs trying to align across functions. And I’ve made these same mistakes myself as a founder. OKRs (Objectives and Key Results), made famous by Intel Corporation's Andy Grove, are supposed to bring clarity and focus. ➤ The Objective is the mission: clear, ambitious, human-readable. ➤ The Key Results are how you measure success: tangible outcomes that prove it’s working. The problem is: OKRs are outputs. OKRs are "strategy". They’re the result of consistent execution—but they aren't a roadmap for how to get there. One of the most important leadership lessons I’ve learned (reading Amp It Up! by Frank Slootman and convos with leaders like Sami Ghoche and Manny Medina) is this: 🎯 Execution eats strategy for breakfast. So we started thinking differently about how we lead. Rather than just defining the “what” and “how we’ll measure it,” we became more intentional about how we’ll do the work—and how we’ll stay on top of it. That’s what led me to start calling the framework OKRIMs: ✅ Objectives – What we’re trying to accomplish ✅ Key Results – How we’ll measure success ✅ Initiatives – The plan. The actual work. Sprints, launches, experiments. ✅ Mechanisms for Inspection – How we’ll check in. The rituals and systems that keep us honest and aligned. This last piece—mechanisms of inspection—has been a game-changer. Sometimes it’s a simple daily standup. Other times it’s a shared Google Doc where we document next steps and action items. Or just a Slack message every Friday to check in. No fancy tech required—just clear expectations and a regular rhythm. It’s not micromanagement. It’s not being hands-off either. It’s just... managing. We never formally “rolled this out” at Forethought, but over time, we got a lot more intentional about the I’s and M’s. My co-founder Sami Ghoche is especially masterful at this—turning strategy into action, week after week. If you’re a support or operations leader (or a founder/CEO), this shift in mindset might be one of the most valuable things you do. Would love to hear from others—What frameworks or habits have helped you execute better? #leadership #entrepreneurship #customerexperience #ai #agents

𝐀𝐈 𝐡𝐲𝐩𝐞 𝐢𝐬 𝐚 𝐜𝐚𝐫𝐞𝐞𝐫 𝐤𝐢𝐥𝐥𝐞𝐫 𝐟𝐨𝐫 𝐦𝐚𝐧𝐲 𝐩𝐞𝐨𝐩𝐥𝐞 Global IT spending will hit $5.6T in 2025, with GenAI spend alone leaping 76%. Your leaders loves these numbers. But they expect a return, and their patience is thin. When the results don't show, the CIO or CTOs are the first to go. If that math doesn’t line up, your seat is the one marked “cost-optimization.” Now want to keep your badge? Or even better accelerate your growth? Stop guessing and start tracking these three metrics: 1️⃣ Revenue per Headcount (RPH): Are you more efficient than your top two competitors? Report this quarterly. ↳ A rising RPH shows AI is a growth engine, not just a cost center. 2️⃣ Market Cap / Headcount (MCH): How does Wall Street value your team's productivity versus the competition? ↳ This is the ultimate accountability metric. 3️⃣ Function-Level Productivity Index (FLPI): Give every team one core metric to own (e.g., tickets solved, features shipped). ↳ A unified dashboard tells you who is performing and who needs to pivot. This isn't just a theory. I wrote an AI bestseller in AI and I've delivered 30 keynotes to executives in the last 4 months: ↳ and the feedback is overwhelming: more than 90% of them confirmed these three metrics are the absolute core of measuring real ROI from AI. ↳ The most successful leaders are already implementing this. So the question is... Are you in the game, or are you staying out of it? What is one other metric you track to prove tech's value? 👇 #AI #AIROI #Leadership #Career #TheInsider