The distance between strategy and execution.

A strategy can create a shared sense of direction. But direction alone does not change a business. The difficult work begins when choices must translate into priorities, ownership and everyday decisions.

Leadership teams need a small number of clear outcomes, an honest view of capacity and a rhythm for reviewing progress. Making trade-offs explicit is often more valuable than adding another initiative.

Execution is not a separate phase handed to the organisation. It is a leadership discipline: staying close enough to understand what is happening, while giving teams the clarity and room to act.