Strategy Execution: Align the Portfolio, Tune Up the Performance Engine, and Go!

October 13, 2008 | by J. Kent Crawford

This blog was updated August 2025.

Every organization wants to effectively execute strategies, but many struggle to implement a process for doing so. This struggle is one reason that the Balanced Scorecard has had such a wide following and impact on business. Simply put, the BSC emphasizes the linkage of measurement to strategy. For the first time, the details of the project portfolio (what the Balanced Scorecard creators call “strategic initiatives”) become important to a company’s strategic thinkers. Companies that have implemented this model have seen measurable bottom-line successes, according to research by Scorecard creators Kaplan and Norton.

Such alignment resolves thorny project management problems. Many studies have cited the lack of executive support as a key contributor to project failure. Project managers complain that their projects do not receive the resources they need. Projects completed “successfully” by project management standards (on time, on budget, to spec) have been considered failures because they did not address a business need.  All these issues are alleviated in a company that ties strategic planning to portfolio selection and project execution. In our 2007 book, Seven Steps to Strategy Execution, we call this an “execution environment”: one where strategic vision waterfalls down through the organization, linking corporate direction to goals, objectives, and performance measures at every level—providing each team member with the “zest” of understanding how their work contributes to the organization. Meanwhile, excellent project management provides the data that executives need to make adjustments to the overall strategic plan.

If you’re in Denver at the PMI Global Congress North America in Denver, Colorado, come talk with me in more detail about these ideas! My presentation based on our Seven Steps book is on Monday, October 20, 2008, from 12:45 pm – 2:00 pm.

Meanwhile, here’s a question for you: Isn’t “the strategic plan” just another way of saying “the project portfolio”? And, if not … why not?

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FAQs

1. What is strategy execution?

Strategy execution is the process of turning an organization’s strategic plan into actionable projects and initiatives that deliver measurable results. It involves aligning resources, processes, and performance metrics with the organization’s goals to ensure strategies are carried out effectively.

2. How does the Balanced Scorecard help with strategy execution?

The Balanced Scorecard (BSC) is a performance management tool that links strategy to measurable objectives across four perspectives: financial, customer, internal processes, and learning & growth. By making strategic initiatives visible and measurable, the BSC helps organizations align their project portfolio with their long-term goals.

3. Why is portfolio alignment important for executing strategy?

Portfolio alignment ensures that every project undertaken directly supports the organization’s strategic objectives. This prevents wasted resources on low-value projects and improves the chances of achieving desired business outcomes.

4. What is an “execution environment”?

An execution environment is a culture and structure in which strategic vision is cascaded through every level of the organization. Employees understand how their work connects to overall goals, and leaders receive the performance data they need to adjust plans in real time.

5. What common problems does strategy execution solve?

Effective strategy execution addresses challenges such as a lack of executive support, misallocation of resources, projects that fail to meet business needs, and poor linkage between planning and implementation.

6. How can organizations improve their strategy execution process?

Organizations can improve by clearly linking strategic goals to project selection, adopting tools like the Balanced Scorecard, ensuring strong executive sponsorship, setting measurable KPIs, and maintaining open communication between leadership and project teams.

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