Then the calendar wins.
Three months later, the business is still running on urgency. Priorities are still shifting. The founder is still the bottleneck. Teams are busy but not aligned. At that point, people usually take the wrong lesson: “Strategy didn’t work for us.”
Strategy wasn’t the problem. The way it was defined, delivered, and embedded was.
What SMB Strategy Needs to Do (That Most Strategies Don’t)
Enterprise strategy is often built for environments with layers of management, slow decision cycles, large budgets, and room to absorb ambiguity. Small and mid-sized businesses live in a different physics:
- Cash flow timing matters (a “good idea” can still break the month).
- Leadership bandwidth is constrained (the same people run the business and build the future).
- Execution errors compound quickly (one missed handoff becomes three missed weeks).
- Process maturity varies (some functions are disciplined; others are improvisational).
In this environment, strategy must do three jobs at once:
- Reduce ambiguity into explicit tradeoffs (what we do, what we don’t).
- Translate intent into an operating plan that survives capacity constraints.
- Create accountability and feedback loops so reality can correct assumptions early.
When those three jobs aren’t present, strategy becomes expensive optimism.
Why Strategy Commonly Fails in Growing Businesses
1) Strategy Becomes a Thinking Exercise Instead of a Decision System
A deck can create clarity without creating commitment. In an SMB, “clarity” is only valuable if it forces choices that alter what the company does next week.
Working strategy answers questions that are uncomfortable on purpose:
- What do we stop doing this quarter?
- What gets funded and what does not?
- What moves first, and what waits?
- Which bets are we making, and what are the leading indicators that tell us we’re wrong?
Michael Porter argued that strategy involves trade-offs—choosing what not to do—not just trying to be better at everything. That idea matters even more in SMBs, because resource constraints are real, not theoretical.
2) Strategy Is Separated From Operations
This separation is where “good strategy” goes to die. Strategy lives “up here.” Operations live “down there.” The handoff happens once, and then execution becomes everyone’s problem and no one’s system.
But execution is not a separate universe. The medium strategy must travel through.
Operational reality includes:
- Capability gaps (a plan assumes skills the team doesn’t yet have).
- Process friction (handoffs, approvals, unclear ownership).
- Data quality (KPIs are noisy, delayed, or not trusted).
- Cash constraints (timing matters more than total return).
- Cadence issues (no consistent rhythm for follow-through).
If the strategy doesn’t account for these constraints, it will be “right” and still fail.
3) Strategy Is Delivered Without Accountability
Recommendations are not a strategy. Strategy is a decision-making system that encompasses ownership, cadence, and a method for intervening when assumptions prove incorrect.
In SMBs, the linkage between people, strategy, and operations must be tight because there is no buffer. If there’s no cadence, no ownership, and no measurement discipline, execution becomes improvisation.
4) Strategy Is Overbuilt for the Stage of the Business
Many growing companies don’t need more priorities. They need fewer priorities, sequenced properly.
If a strategy produces 12 initiatives and no sequencing, it doesn’t reduce complexity—it multiplies it. The business then runs “everything” at 40% effort, which is how momentum dies without anyone noticing.
Four Tells That Your Business Doesn’t Have a Strategy Problem—it Has a Strategy Delivery Problem.
These are operational signals that the strategy is not functioning as a decision system:
- Priority churn: the “top three” initiatives change every month.
- Founder gravity: decisions and approvals still route through one person.
- Busy confusion: teams work hard, but outcomes don’t move.
- Metric theater: dashboards exist, but nobody trusts them enough to make decisions.
If any of these describe your environment, the fix is rarely “more strategy.” The fix is a strategy mechanism that can operate within the business without requiring heroic efforts.
What Actually Works Instead
When strategy succeeds in small and mid-sized businesses, it looks different from the stereotype. It’s quieter. More constrained. More operational. It is explicitly designed to withstand contact with reality.
Strategy as a Decision-Right System
An effective strategy functions as a decision filter. It clarifies what matters now, why it matters, and what tradeoffs are being accepted. That one move reduces internal friction: fewer debates, fewer reversals, fewer “we should do everything” conversations.
A practical way to structure strategy is a “kernel” approach: a clear diagnosis of the challenge, a guiding policy, and coherent actions that connect directly to that diagnosis. In SMBs, this prevents vague goals and disconnected initiatives from multiplying.
Strategy Embedded Inside Operations
The working strategy is not layered on top of the business. It’s woven into the operating system:
- Weekly leadership cadence
- Resource allocation decisions
- KPI selection and review
- Project prioritization and sequencing
- Hiring and role design
This is where strategy becomes real—not because it is perfect, but because it is present. If strategy isn’t showing up in the weekly rhythm of the business, it’s not strategy yet. It’s a document.
Strategy With Feedback Loops
Growth-stage companies need fast learning cycles. Assumptions should not be protected; they should be tested. The goal isn’t to be “right” upfront. The goal is to learn faster than the market punishes mistakes.
The idea that execution is distinct from strategy is a trap. Strategy must include the execution design, or it’s incomplete.
Strategy Sized to Reality
Good strategy respects constraints. It doesn’t attempt to solve every problem. It identifies leverage points—places where limited effort creates disproportionate impact—and sequences them so the organization can absorb change.
In practice, that means saying no to good ideas. Clarity beats optionality when resources are finite.
Three Blind Scenarios That Show Why “Deck Strategy” Breaks
Below are anonymized, pattern-based scenarios. No company names. No unique identifiers. Just the mechanics—because the mechanics are what repeat.
Scenario 1: The Founder-Run Funnel
Context: A service business grows quickly through referrals. Marketing is inconsistent. Sales depend on the founder’s relationships.
Diagnosis: The “strategy” is really a dependence system. The founder is the funnel.
Intervention: Strategy becomes a decision-right architecture: define the target segments, build a repeatable lead path, assign ownership for pipeline stages, and implement a weekly KPI review that doesn’t rely on founder memory.
Directional Outcome: The founder’s time shifts from selling to managing the system; the pipeline becomes measurable and predictable.
Scenario 2: The Everything-Project Company
Context: A growing team has 10 active initiatives. Every initiative is “important.” Deadlines slip. People start working nights. Quality drops.
Diagnosis: The business is operating without a clear sequence. Strategy is present as aspiration, not as prioritization.
Intervention: Cut priorities to 3, sequence by dependency, and lock a 6-week execution sprint with explicit stop-doing commitments. The trade-off is the strategy.
Directional Outcome: Fewer initiatives, higher finish rate, and visible momentum that restores trust inside the team.
Scenario 3: The KPI Mirage
Context: The company has dashboards, but the numbers don’t reconcile. Meetings become debates about data quality instead of decisions.
Diagnosis: Strategy can’t function without trusted measurement. The organization is missing a measurement operating system.
Intervention: Define a small KPI set, agree on definitions and sources, implement a cadence for reconciliation, and use leading indicators tied directly to the strategic bets.
Directional Outcome: Meetings become decision-making sessions again; teams align around a shared scoreboard.
What to Do If You’re Considering Strategy Consulting
Hiring strategy help should not feel like buying a deck. Before you engage anyone, ask for answers to these practical questions:
- What decisions will this engagement force? (If none, it’s advisory theater.)
- How will execution be owned? (Names, roles, cadence.)
- How will we measure progress early? (Leading indicators, not vanity metrics.)
- What will we stop doing? (Strategy without subtraction is usually wishful.)
- How does this integrate with operations? (If it doesn’t, it won’t survive.)
If you want to explore the difference between strategic and management consulting (and where each one is useful), see:
Strategic vs Management Consulting: Data-Driven Insights.
Internal Reading Path (If You Want to Go Deeper)
- Strategy (Services)
- Small Business Consulting Services
- Management Consulting
- Strategy Consulting vs Management Consulting
- What Is Strategy Consulting (and Why You Need It)
- Fractional COO Services
- Fractional CMO Services
- Organizational Development Consultant Overview
Closing Thought
The best strategy work makes one shift:
Strategy stops being something the business has
and becomes something the business uses.
When that happens, meetings change. Decisions accelerate. Teams align. Founders regain leverage. Progress becomes visible, measurable, and sustained.
References
- Porter, M. E. (1996). What Is Strategy? Harvard Business Review. https://hbr.org/1996/11/what-is-strategy
- Bossidy, L., & Charan, R. (2002). Execution: The Discipline of Getting Things Done. (Publisher page) https://www.harvard.com/book/9780609610572
- Harvard Business Review. (2010). The Execution Trap. https://hbr.org/2010/07/the-execution-trap
About The Author
