Why do so many firms stumble or fail during strategy execution? In the AEC industry, strategic growth planning often begins with a top-down approach. But when it comes time to bring that plan to life, execution unfolds from the bottom up – a complex, collaborative effort that demands more than just adherence to tactics and structure.
Most failures in execution stem not merely from structural or tactical missteps, but from failing to fully engage the “village” needed to translate vision into outcomes. For strategies to materialize and succeed, discipline and well-defined structure are essential foundations – but they’re not enough. AEC leaders must go further by understanding and influencing the employee experience. After all, it’s your people at every level of the firm who are tasked with executing the plan.
This article combines both essential and advanced elements of strategy execution, blending the structural foundation with the cultural drivers that shape employee engagement and long-term success.
After the often exciting and challenging task of developing and communicating a strategic growth plan – a process that can take anywhere from three months to a year – execution requires clarity, alignment, and sustained momentum. To ensure your firm is well-positioned for implementation, you’ll need five key elements in place:
1. Designated strategy champion at the highest level. Ensure there is a company-wide strategy champion, such as a chief strategy officer or equivalent, responsible for orchestrating and overseeing the entire execution process. This leader aligns efforts, breaks down silos, and enhances synergy across departments.
2. Clear role definitions and decision rights. Assign specific roles and decision-making powers to eliminate confusion and ensure every person knows what they’re accountable for – and has access to the information they need to act.
3. Structured communication processes. Create reliable and varied communication channels to keep the organization aligned and energized. From newsletters and town halls to CEO updates and one-on-ones, these tools are essential for maintaining momentum and celebrating progress.
4. Regular strategy review meetings. Distinct from operational reviews, these meetings should occur regularly – at least quarterly, if not monthly – to ensure continuous focus on strategic objectives. High-performing firms make this a habit.
5. Accountability systems. Implement systems to track progress and connect performance with strategic goals. Use these insights to understand why plans deviate before making adjustments, reinforcing a culture of resilience and continuous improvement.
These five elements form the tactical and structural foundation of any execution framework. But they’re just the starting point.
Once the structural groundwork is laid, successful strategy execution hinges on whether employees are aligned with, inspired by, and supported in delivering the strategy. This is where AEC leaders must look beyond checklists and reporting structures to the core drivers of employee experience – the intangible forces that shape how people engage with their work.
Here are four key employee experience influencers that can accelerate or derail your firm’s execution efforts:
1. The stories that are told and the questions that are asked.
The interplay of storytelling and communication sets the cultural tone. Leaders must articulate the firm’s vision and strategy in a way that informs and inspires – clearly explaining the what, how, and why behind strategic goals. Just as important is cultivating a culture of curiosity and openness where employees are empowered to ask questions, express concerns, and understand how they contribute to firm-wide objectives. Stories align; questions activate.
2. Formal mechanisms that govern how work gets done.
Organizational structures, systems, and incentives provide the framework for day-to-day operations and long-term execution. When aligned with strategic objectives, these mechanisms empower employees to move efficiently and with purpose. Incentives, in particular, must reinforce desired behaviors and outcomes – rewarding not just results, but the processes and mindsets that get you there.
3. Role modeling observed (leadership in action).
Employees don’t just listen to what leaders say – they watch what they do. Leadership behavior plays a critical role in shaping organizational culture. CEOs and senior leaders must model the values and priorities they expect others to adopt. Visible, consistent behavior builds trust, inspires action, and bridges the gap between strategic intent and actual execution. When leaders walk the talk, employees follow.
4. Building confidence in desired behaviors.
Execution isn’t just about skills; it’s about belief. Employees need to feel confident in their ability to take strategic action – and that comes from training, trust, and the freedom to fail. Focus professional development not only on technical skills but also on communication, adaptability, and leadership. Start with your top performers and scale outward. Confidence, like culture, is contagious.
Strategy execution in AEC is not a one-size-fits-all endeavor. It’s a multifaceted process that begins with structure and ends with people. By aligning your structural tactics with the lived experience of your employees, you create a firm that is capable of delivering on its goals and energized to exceed them.
Firms that invest in both the discipline of execution and the human dynamics that support it are better positioned to navigate complexity, foster innovation, and drive long-term success. Whether you're just beginning your strategy rollout or refining a years-long growth plan, the key is integration. Execution doesn’t live in a spreadsheet – it lives in your people.
Ready to turn your strategy into results? Let’s talk.