Ambitions are often clear: growth, improved profitability, new markets or new ways of working. But what do they require of the organisation expected to deliver them?
A recurring theme in the conversations is that the organisation is not necessarily performing poorly. It may simply have been built for a different task from the one now ahead.
Execution problems also often surface somewhere other than where their underlying causes lie. An apparent capacity shortage may reflect too many competing initiatives. Slow decisions may stem from unclear decision-making authority. And the expertise that helped deliver today’s results may not be sufficient for the next phase.
Understand the gap before deciding how to respond
In Execution Effectiveness 2026, we explore six recurring themes in leaders’ accounts: prioritisation, translating strategy into action, ownership and decision-making authority, capacity and expertise, person–role fit, and follow-up focused on outcomes.
The report offers perspectives, practical examples and questions to help leadership teams explore their own challenges. It concludes with a simple discussion tool for distinguishing symptoms from possible causes. There is no universal formula: the right response depends on the organisation and the task ahead.
Where is your organisation least equipped to deliver on its ambitions?
Execution Effectiveness 2026
The report draws on qualitative conversations with senior executives and individuals in key leadership roles in Norwegian companies. It reflects their perspectives and is not statistically representative. Neither the companies nor the participants are identified.