The Execution Gap Isn’t Where Leaders Think It Is

Most CEOs are confident in their strategy—yet fewer than half believe their organizations can adapt and execute at the speed required. When targets slip, the problem may not be the strategy or the people. Critical decisions may still depend on the CEO, priorities may weaken as they move through the organization, and structures that once supported growth may now be slowing it. My latest article explores what the research confirms—and the organization-specific question CEOs and boards still need to answer: What is really getting in the way of execution?

Case Study: Hilton's Response to Their Franchise

There are lessons to be considered in Hilton’s response to one of their franchisees' refusals to serve federal agents earlier this month in Minnesota.

Background: A franchise property (under the Hilton/Hampton brand) gained media attention when it was reported that it canceled reservations for federal government employees tied to the recent anti-immigration efforts. Hilton quickly stripped the hotel of its branding for refusing service to federal agents.

For leaders of Small and Medium Enterprises (SMEs), this is not just a "big brand" problem. It is a cautionary tale about how decentralized operations can create reputational issues that need to be swiftly addressed.

Series B: Scaling Without Getting Caught Between Bases

Fred Destin said it best: “Series B is (usually) just plain hard.” The early-stage optimism fades, replaced by pressure to deliver metrics that validate scale. This transition can be tough for some founders.

Roughly 1 in 3 startups fail post-Series B - nicely down from Series A, but still uncomfortably high. The stakes are higher, and so are the expectations.

SagaciousThink is a strong fit if:

scale with structure

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