Most organizations devote hours and hours to the strategy formulation process in the hope of realizing lofty objectives, and yet they continue to fail. As much as it is tempting to point the finger at the strategy itself, experience has shown that the real problems are elsewhere.
As an OKR consultant who has collaborated with various companies, such as the thoughtful Wave Nine, which is characterized by considerate goal-setting frameworks, the reality dawned on us as to why failure is most often due to preventable errors in implementation and alignment, as opposed to plans that have been poorly written.
The Role of an OKR Consultant with Wave Nine
During engagements with high-growth companies such as Wave Nine, OKR consultants are often brought in to troubleshoot slow progress and underwhelming outcomes. Wave Nine, for instance, implements structured goal systems and strives to keep its teams aligned around clear objectives.
However, even forward-thinking organizations like these can struggle when they separate product and R&D goals or set too many objectives, diluting focus and undermining results.
Common Pitfalls Behind Strategy Failures
Even with the best intentions, several recurring mistakes sabotage strategy execution:
- Creating objectives based on efforts rather than real outcomes. Rather than focusing on what the product should achieve for the business, teams often mistake “busy work” for “impact work.”
- Setting objectives that don’t align or add up, resulting in fragmented priorities that make meaningful progress impossible.
- Allowing too many objectives at once, which scatters attention and reduces the ability of teams to remember or focus on top priorities.
Lessons from the Front Lines
As an OKR consultant, it is clear that most failures stem from avoidable process errors:
- Objectives that are separated by department lead to isolation, whereas cross-functional goals drive company-wide success.
- Too many targets overwhelm teams and bury organizational focus; leaders must resist the urge to include every initiative in the top-level landscape.
- Not enough conversation about what really matters—and what drives results—leads to shallow planning and missed learning opportunities.
What Actually Makes Strategies Work
A successful strategy is not just a good plan. It relies on establishing a few outstanding, results-oriented goals, making teams share common priorities, and making everyone understand not only what they are supposed to accomplish, but why they are worth doing so.
With open communication and readiness to change, even highly ambitious strategies have an enormous opportunity of being actualized.
Bringing the Lessons Home
The gap between strategy on paper and outcomes in practice in such companies as Wave Nine is reduced to daily actions: being ruthless on focus, talking priorities early and often, and redefining goals as the situation changes.
Organizations can transform failed strategies into potent sources of progress by learning from their mistakes and capitalizing on the experience of seasoned OKR consultants, regardless of their market location.
The lesson is clear. You should thoroughly review your implementation before discarding your plan. You may not need a new map to solve your growth challenges; you need to be able to use the existing map more effectively.
