Most boards don’t have a strategy problem.
They have a clarity problem.
In the past few years, I’ve seen the same pattern across very different organizations:
- The strategy is “approved”… but interpreted 5 different ways
- Management believes they are aligned with the board — they’re not
- Key trade-offs are never explicitly named
- Decisions get revisited instead of executed
The result?
Not failure — something worse: slow drift.
Good governance doesn’t mean more discussion.
It means sharper alignment on:
- What matters most
- What we are willing to sacrifice
- What success actually looks like
Without that, even the best strategy won’t land.
Where do you see this break down most often — at the board level or within management teams?
Reach out at lesley@lesleyantoun.com
Written by Lesley Antoun
Lesley Antoun creates crystal clear strategies with leaders, with their teams and with their organizations. Her consulting firm has offered advisory services and strategic planning expertise to small privately-held companies, large publicly traded corporations, Crown corporations, Universities and First Nations organizations.
Lesley Antoun Consulting 