Turning strategy into real, measurable results remains one of the hardest challenges for executive teams. For credit unions, where growth must align with mission and member value, effective strategy execution is essential—not optional. Yet, a PwC study found that only 2.5% of organizations complete all their strategic initiatives successfully (PwC Strategy& Survey, 2023). The gap between intent and outcomes continues to be a critical issue in financial services.
From Strategy to Action
Many organizations are skilled at developing strategy but struggle to turn those plans into results. A Harvard Business Review study found that 61% of executives admit their organizations have trouble bridging the gap between strategy and delivery (HBR, Why Strategy Execution Unravels—and What to Do About It, Donald Sull et al., 2015).
In credit unions, regulatory requirements and resource constraints make this even harder. The solution lies in transforming strategy into a portfolio of measurable, prioritized initiatives. A Project and Portfolio Management Office (PPMO) acts as the link between strategy design and execution—ensuring that projects truly drive strategic value.
Creating Clarity and Accountability
Strong execution begins with clarity. Every initiative must clearly connect to a strategic goal. According to Gartner, organizations with well-defined goal alignment are 42% more likely to achieve their strategic outcomes (Gartner, Enhancing Strategy Execution through Governance Alignment, 2022).
For credit unions, this means translating broad strategies into specific, measurable objectives supported by clear key performance indicators (KPIs). Accountability follows naturally when everyone—from senior leaders to project teams—understands how their work supports the organization’s vision.
Portfolio governance is the second key. When too many low-value projects compete for attention, focus weakens. Governance frameworks help leadership prioritize investments that matter most, ensuring resources go toward initiatives that deliver real impact.
Building Adaptive Execution
Execution in a member-driven and regulated environment requires agility. Static plans often fail when conditions change—whether from new regulations, shifting member needs, or emerging technologies.
A PPMO equipped with adaptive governance—using real-time data, scenario analysis, and flexible funding models—helps credit unions respond quickly while staying aligned with strategy. McKinsey reports that adaptive organizations are 1.7 times more likely to sustain long-term growth (McKinsey, The State of Strategy Execution, 2023).
Adopting quarterly portfolio reviews and dynamic resource allocation allows leadership teams to pivot as needed without losing direction.
Measuring Success
Effective strategy execution depends on measuring the right things. The PPMO should lead the way in tracking execution performance through metrics that go beyond project delivery. These include benefit realization, strategic contribution, and member value.
Executive dashboards that combine these metrics give leaders a real-time view of performance and progress. This visibility supports faster, more informed decisions and ensures projects deliver the intended results.
Conclusion
Closing the strategy–execution gap takes more than communication—it requires focus, governance, and accountability. Credit unions that empower their PPMO to connect strategic goals with operational delivery will execute more effectively and adapt more quickly. Strong strategy execution transforms strategic plans into measurable outcomes, enabling organizations to deliver lasting member and business value.
References
- Why Strategy Execution Unravels—and What to Do About It | Donald Sull, Rebecca Homkes, and Charles Sull | Harvard Business Review | 2015
- Enhancing Strategy Execution through Governance Alignment | Gartner | 2022
- The State of Strategy Execution | McKinsey & Company | 2023
- Strategy& Survey on Strategic Initiative Success | PwC Strategy& | 2023
