Why Your Big Vision Still Hasn’t Happened

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Episode Description

Have you ever had a truly brilliant vision for your organization—something that excites everyone, even gets approved in the boardroom with enthusiasm—only to watch it fade away?
It never becomes the tangible, measurable transformation you pictured. Approving the vision often feels like the easy part. The real challenge, where many organizations (and especially their boards) stumble, is turning that vision into reality.

Recent industry research shows that only about three in ten large-scale transformations achieve their full goals. That means an enormous amount of effort, resources, and potential is left unrealized.

When you dig into the reasons why big, ambitious changes falter, one factor stands out almost every time: cultural misalignment. Nearly half of senior leaders say their organization lacks the cultural alignment needed to execute strategy. This points to a deep internal barrier—a disconnect between what leaders say they want to do and how the organization operates day to day.

The Chain of Honesty, Rigor, and Purpose

This is where boards can make a real difference. Effective governance means actively managing what some call the “chain of honesty, rigor, and purpose.”

Honesty – Foster candid conversations with no spin. Talk about what is working and what isn’t.

Rigor – Use disciplined analysis, data-driven decisions, and consistent follow-through.

Purpose – Ensure every action and budget decision connects clearly back to the original vision.

The integrity of this chain determines whether transformation is not only successful, but sustainable.

Where Vision Gets Lost

Many transformations start with inspiring statements. But without disciplined follow-up, they become “wallpaper”—something printed on a slide but disconnected from reality.
In one survey, over half of employees couldn’t clearly explain their company’s strategy. Even fewer understood how it connected to their daily work. This is more than a disconnect—it’s a chasm.

Four Common Break Points

Research points to four areas where the chain often breaks:

Culture – Are stated values actually lived in daily behaviour?

Behaviour – Do leaders model priorities that align with strategy, or do their actions say otherwise?

Resource Allocation – Do budgets and investments match the strategy, or are resources tied up in legacy projects?

Leadership Accountability – Is progress measured transparently, or does the board get a filtered view?

Four Levers Boards Can Pull

To close the execution gap, boards can actively use four levers:

1. Link Strategy to Culture

Cultural alignment significantly boosts transformation success. Boards should ask:

• Which cultural values support our vision?
• How are leaders embedding them in daily behaviour?
• Are we measuring cultural alignment as rigorously as financial results?

Example: A global retailer aiming to be customer-centric embedded empathy and innovation into daily operations. Within a year, employee engagement rose 18% and customer satisfaction 15% in key markets.

2. Ensure Behaviour Matches Intent

Culture is “how we do things.” Behaviour is “what we do.”
Boards should expect leaders to model transparency, collaboration, and accountability, and to reward these behaviours.

Example: A tech company accelerated project delivery by a third by improving leadership communication, breaking down silos, and leading by example—building trust across regions.

3. Align Budgets and Targets with the Vision

Misaligned resources undermine transformation. Boards must insist on “honest budgeting,” where every dollar supports strategic priorities, and projects that don’t align are stopped.

Example: A healthcare organization linked every budget line to a strategic goal. This sped up critical initiatives and boosted staff morale by making the link between work and funding clear.

4. Hold Leadership Accountable for the Full Chain

Boards must monitor both outcomes and the quality of the process—tracking progress honestly, encouraging empowered decision-making, and keeping the vision front and centre.
Organizations with strong leadership accountability are several times more likely to outperform peers in transformation.

Practical Tools for Boards

Boards can apply these tools immediately:

Transformation Dashboard – Track cultural alignment, behavioural change, resource allocation, and execution progress alongside financial KPIs.

Alignment Audits – Regularly check if strategy, culture, budgets, and execution remain aligned.

Scenario Planning – Anticipate market shocks or leadership changes and plan resilience strategies.

Stakeholder Storytelling – Share transformation progress through real stories from employees and customers, not just numbers.

Closing the Gap

Boards that actively govern the chain from vision to execution don’t just oversee strategy—they deliver meaningful, lasting transformation.

By linking strategy and culture, aligning behaviours, directing resources to priorities, and holding leaders accountable, boards create the conditions for success.
This is how vision becomes real impact, cultural change, competitive advantage, and measurable results.

Final question: Is your board actively governing the chain that turns vision into reality, or are you hoping it will happen on its own?