A survey of large UK enterprises by Strategy Management Partners, has revealed a stark contrast between the growth aspirations of these companies and their ability to execute effectively.
Only 18.4 per cent of businesses achieve more than 80 per cent of their aspirational growth goals within three years of setting them. Additionally, almost half (41.2 per cent) of companies fail to achieve 60 per cent or more of their stated targets in this timeframe, indicating a widespread struggle with consistent execution.
While growth remains a top priority, many UK businesses are falling short in execution and innovation. The research highlights significant strategic and operational gaps that hinder performance and the realisation of aspirational growth targets.
One of the most significant findings from the research is the role of people in either enabling or impeding strategy execution. Over half of decision-makers (50.4 per cent) identified talent and capability gaps as the primary barrier to effective strategy delivery. These gaps reflect a shortage of the right skills, insufficient capacity, lack of empowerment to execute the strategy effectively, and incentives not aligned to strategic priorities.
The study also found that despite widespread ambition, only 23.6 per cent of large UK companies are embracing a truly innovative and disruptive mindset. The majority (61.20 per cent) were found to only pursue innovation incrementally and/or when necessary, rather than proactively.
Only 46 per cent of firms have a clearly measurable value gap between their current and desired future state —a key metric for aligning strategy with outcomes. This lack of clarity limits organisational focus and hinders agility.
However, the study also highlighted five critical drivers that businesses should follow to enable strategic execution success:
- Vision-Driven Strategy– A clearly defined vision and measurable value gap informed strategic priorities and shaped decisions.
- Balanced Strategy and Operations– While strategy guided decision-making, operational execution remained a key focus for delivering results.
- Data-Driven Decision-Making– Timely and automated reporting allowed for performance tracking and timely course corrections.
- Strong Execution Readiness– Companies invested in structured preparation, including communication, training, and dedicated execution teams.
- Culture of Accountability– Strategy execution was embedded into daily operations and embraced across all levels of the organisation.
External macroeconomic factors are also stifling growth ambitions. UK business leaders cited ongoing economic instability (72 per cent), disruptions in the global supply chain (76.4 per cent), and challenges stemming from monetary policy—such as inflation, interest rate volatility, and exchange rate fluctuations (79.2 per cent)—as major threats. Furthermore, the increasing cost of doing business, including tax burdens and compliance requirements, continues to constrain strategic flexibility according to 79.2 per cent of business leaders.
“Overall, this research provides valuable insights into what UK enterprise leaders are experiencing in terms of executing growth strategies in a globally connected world,” commented Muibat Ijaiya, Partner at Strategy Management Partners. “As businesses navigate this complex environment, a sharper focus on execution readiness, talent development, and data-driven performance monitoring will be essential to bridging the gap between ambition and achievement.”
