Attending the Strategy Execution Forum 2025 was both inspiring and affirming. At i-nexus, we are passionate about helping organizations close the execution gap, so it was energizing to engage with so many industry leaders tackling this challenge head-on. The forum reaffirmed that while strategy execution remains a persistent struggle, the solutions are evolving—and those who get it right create a competitive advantage. Here’s what stood out to me.
As a proud sponsor of the event, i-nexus was deeply engaged in discussions about the future of execution and how organizations can better align their strategy with results. Our recent research, The Future of Strategy 2025, reinforces many of the key insights from the event, particularly the growing need for democratization, digital transformation, and real-time adaptation in execution.
The Execution Challenge: A Persistent Issue with New Solutions
One statistic I shared in my session encapsulates the core problem: while 85% of organizations express confidence in their strategy, only 44% succeed in execution. That gap translates to a 30% revenue loss—a staggering figure.
Our research shows that despite advancements in AI and technology, 79% of organizations still rely on Excel for strategy planning, and 55% cascade strategy without structured feedback mechanisms. This leads to slow response times, weak ownership, and months of delays in strategic execution.
Listening to insights from AMMEGA, Vueling, and Centrient, it became clear that execution failures, despite their different forms, often stem from three fundamental challenges:
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Lack of leadership alignment – Strategies are cascaded top-down without structured checks for misalignment.
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No buy-in from teams – Execution is expected, but employees lack the right conditions to succeed.
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Outdated tools & processes – A reliance on legacy tools prevents organizations from executing with agility.
These challenges were echoed throughout the forum, from AXA’s work to align execution teams, to Novo Nordisk’s focus on adaptive strategy, and Amadeus’ push for cross-functional collaboration. The message was clear: strategy execution isn’t a one-time initiative—it’s a continuous discipline.
Three Shifts Defining the Future of Execution
Both the insights from the Strategy Execution Forum and our research point to three critical shifts defining the future of execution:
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Democratizing Strategy Execution – Moving beyond traditional, top-down control models to shared ownership across the organization. Centrient and Allianz highlighted how execution improves when accountability is widespread. Our research confirms this, showing that organizations that engage employees at all levels in execution decision-making experience higher strategic achievement rates.
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Continuous Planning & Execution – Moving away from rigid annual cycles to dynamic, real-time execution. AXA and Novo Nordisk demonstrated how real-time data and adaptive planning improve agility. Our findings show that organizations with the ability to pivot mid-execution are 61% more likely to achieve their strategic objectives.
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AI & Digital Strategy Platforms – Replacing static tracking with AI-driven insights and automation. Thermo Fisher and ZF showcased how digital tools enhance execution visibility and decision-making. Our report highlights that 66% of organizations are either using or planning to use AI for strategy execution, reflecting the increasing role of AI in optimizing decision-making.
Execution in Action: A Real-World Example
While the Strategy Execution Forum highlighted key challenges and solutions, it's always helpful to look at real-world examples of organizations that are successfully closing the execution gap. A great example of this in action is Hussey Seating, a company that transformed its approach to execution using i-nexus. By embracing a structured, technology-enabled process, Hussey Seating moved from fragmented, inconsistent execution to a fully aligned, data-driven strategy execution model. This shift resulted in improved visibility, faster decision-making, and ultimately, better business outcomes. Their success story proves that organizations willing to rethink execution—and take small but meaningful steps—see real results.
How to Start: Small Steps, Big Impact
One key message from the Forum and our research is this: Execution transformation isn’t about a massive overhaul—it’s about incremental progress.
Too often, organizations fall into the trap of trying to fix everything at once, only to get overwhelmed and stall. Instead, the most effective approach is to get people bought in first and focus on small, manageable steps that create momentum. Here’s how to start:
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Talk to your teams – Find out where the real execution pain points are. The best ideas often come from the people doing the work.
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Identify one small but meaningful change – Whether it’s improving how strategy is communicated, adding a simple execution review process, or introducing a clearer way to track progress, start small.
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Celebrate quick wins – Early successes help build confidence and commitment across the business.
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Build consistency before complexity – Execution discipline comes from doing the basics well, every time. Nail that before introducing more complexity.
Final Thoughts: What This Means for Us
Leaving the Strategy Execution Forum 2025, one thing is crystal clear: execution is no longer an operational necessity—it’s a strategic advantage. Organizations that democratize execution, leverage digital tools, and embed continuous planning will be the ones that turn vision into value.
At i-nexus, we were honored to contribute to these important conversations and to support organizations on their execution journey. The insights from our research and the discussions at the forum reinforce our belief that strategy execution must be transformed into a dynamic, technology-enabled, and inclusive process.
So, here’s my challenge to you: What’s the one thing you’ll change in your execution process starting Monday?
