Overview: Many organizations have clear strategies, but execution often breaks down at the manager level. This research explores why managers struggle to turn strategy into action, and what organizations can do to close the gap.
- Based on a survey of 1,100 supervisors, managers, directors, and executives
- Highlights the biggest barriers to execution, including communication and shifting workplace realities
- Offers practical insight for leaders and HR teams looking to support stronger follow-through
In this research report, we examine why managers are struggling to execute organizational strategy and what companies can do about it. Based on a survey of 1,100 supervisors, managers, directors, and executives, this study reveals troubling insights about leadership effectiveness in today’s evolving workplace.
Key Findings
- Only 48% of managers spend more than half their time implementing organizational strategy
- Communication remains the biggest challenge, with 72% of respondents citing it as a critical skill gap
- Managing generational differences has become increasingly complex, affecting 73% of leaders
- Hybrid work continues to create execution challenges for 65% of managers
- Many organizations are falling behind in preparing leaders for their evolving roles
Who This Report Is For
This report is designed for leaders and teams who need a clearer picture of what’s getting in the way of execution and where to focus development efforts.
If you’re responsible for strategy, people, or performance, you’ll find this useful.
It’s relevant for C-suite leaders, HR and L&D professionals, and managers who are expected to translate direction into results, often while juggling operational demands.
How Organizations Can Use These Insights
Whether you’re assessing leadership capability or planning your next development focus, the report helps you pinpoint the gaps that most directly affect execution.
Use the findings to:
- Improve strategic execution across teams and functions
- Enhance leadership effectiveness where it matters most day to day
- Bridge critical skill gaps, especially communication
- Develop stronger management teams that can lead through complexity
- Navigate hybrid work and evolving workplace expectations
By Canadian Management Centre & AMA Global
