Most firms don’t lack vision. They’ve got partner retreats, firm-wide goals, strategic plans, and new initiatives mapped out each year.
The challenge isn’t planning - it’s what happens after the plan is built.
The reality is that many smart, capable firms still struggle to turn strategy into traction. Execution stalls. Momentum fades. And what looked promising on paper often gets lost in practice.
Here’s why - and what it really takes to move forward.
When Strategy Isn’t Shared - Or Accountable
Even with a solid strategy, execution can fall flat when it's filtered through individual priorities.
In many firms, partners operate like solo business owners - focused on their own book, team, and client relationships. That’s not inherently wrong, but it does complicate execution.
Worse, it undermines accountability.
When growth goals are collective but action is individual, progress becomes optional - not expected. Without clear ownership and shared accountability, even the best plans lose steam.
A “one-firm” mindset means putting the firm first. It requires alignment on priorities, shared responsibility for growth, and systems that support execution beyond individual practices.
The Pace Problem
Execution also suffers when decision-making can’t keep pace with strategy.
In firms with consensus-driven cultures, layered committees, or limited executive and operational leadership, even simple initiatives can get bogged down.
It’s not resistance - it’s structure. Without a clear path to greenlight and support new efforts, momentum slows.
The firms that are gaining traction aren’t moving faster because they’re rushing. They’re moving faster because they’ve rethought how - and by whom - decisions get made. It’s not just about efficiency. It’s about building a structure that can actually support scale - with the right people in the right roles, and the authority and accountability to match.
Strategy Without Structure
Planning is often seen as a leadership responsibility - execution, as something for everyone else to “make happen.”
But without structure, execution breaks down.
Especially when:
Priorities compete with day-to-day client demands
There’s no mechanism to track or troubleshoot progress
Departments or service lines operate in silos
Teams haven’t been equipped or supported to execute differently
Even with great intent and strong alignment at the top, progress fades without the systems, roles, and feedback loops to support it.
What Execution Actually Looks Like
Execution isn’t just about doing more. It’s about making progress visible and repeatable.
That requires:
Clear, actionable priorities that don’t get buried under client work
Roles and ownership that aren’t bolted onto already full plates
Operational support across departments to move from talk to traction
Shared accountability with mechanisms for follow-up - not just follow-through
A structure that supports forward motion, not just consensus
Where TK’s Skinny Playbook™ Fits
This is why I created the Skinny Playbook™ - a tool designed to help firms execute without complexity.
It’s a simple framework that brings structure, ownership, and progress tracking to initiatives that would otherwise stall.
It doesn’t replace strategy. It helps bring it to life - especially while broader operational changes are still being defined.
Final Thought
A smart plan isn’t enough. For firms that want to grow, strategic planning needs a stronger operational backbone.
That doesn’t mean more meetings or more layers - it means better structure, better pace, and a clearer model for accountability.
The best firms don’t just plan well. They’ve built systems that help them move - together, intentionally.