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Roles & Behaviours for Effective Execution
A strong planning cycle only works when every level of the organisation plays its part. Too often, Active Directions sees strategy remain at the Board level, never truly shared or owned by executives or teams. This playbook outlines the role of each group and the one behaviour they must avoid to ensure plans turn into action.
1. Shareholders & Board Members
Role: Set long-term ambition, approve investment direction, and ensure alignment at the top. Define the “why” and the “where,” leaving the “how” to the executive team. Create a united message so the organisation has a clear north star.
Avoid: Do not micromanage execution or keep the strategy to yourselves. Withholding detail creates confusion, slows progress, and disconnects the business.
2. CEO
Role: Translate Board ambition into an organisational roadmap. Empower executives, break big goals into achievable streams, and create accountability. Drive communication so everyone understands the plan.
Avoid: Do not assume people “get it.” Silence breeds misalignment.
3. CFO
Role: Balance ambition with financial reality. Shape investment priorities, model scenarios, and ensure budgets support growth goals. Provide data that helps teams make informed choices.
Avoid: Do not default to cost-cutting as the plan. Strategy requires investment and courage.
4. Executive Team
Role: Build the detailed strategy: markets, customers, products, operations, people, systems, and reporting. Stress test assumptions, define sequencing, and commit to shared targets.
Avoid: Do not operate in silos. Fragmented plans fail.
5. Teams (Managers & Staff)
Role: Turn plans into day-to-day actions. Provide bottom-up insights, track progress, and raise challenges early. Own their part of the strategy and contribute to solutions.
Avoid: Do not wait to be told everything. Execution needs proactive ownership.
One Core Message
Strategy succeeds when it is shared, understood, and owned at every level. Not guarded at the top.
Ready to take the next step?
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