The Problem with Reviewing Strategy Too Late
Em muitas organizações, líderes acompanham a estratégia. Porém, o problema não é a ausência de acompanhamento, e sim quando e como ele acontece.
Revisões mensais, trimestrais ou até anuais costumam transmitir uma sensação de controle. No entanto, na prática, criam um efeito perverso: quando o desvio finalmente aparece, o impacto já está consolidado.
In other words, strategy execution rarely fails due to a lack of follow-up. It fails because follow-up happens too late and leaves little real room for adjustment.
Execution fails less due to a lack of follow-up and more because it happens too late.
The Illusion of Periodic Control
Periodic strategy meetings are generally well structured.
They feature well-organized presentations, up-to-date indicators, and detailed analyses.
Even so, meaningful decisions rarely happen in those meetings.
Isso ocorre porque esse tipo de acompanhamento olha, quase sempre, para resultados já consolidados. Ele explica o que aconteceu, mas pouco influencia o que ainda pode ser ajustado. O encontro se transforma em um ritual de explicação e não em um espaço efetivo de gestão da estratégia.
This pattern is common in organizations that confuse reporting discipline with execution capability.
When Follow-Up Becomes Just Reporting
A clear sign of episodic follow-up appears in the question that guides the meeting.
When the primary question becomes: “What happened this period?”the conversation becomes largely retrospective. When the central question turns to “What needs to change right now?”management becomes action-oriented.
In an episodic model, problems surface late, decisions are deferred to the next cycle, and corrections come at a high cost. Strategy shifts from being actively managed to merely being observed.
Execution Depends on Rhythm, Not One-Off Events
Strategy execution does not rely on occasional major milestones.
Ela depende de ritmos curtos, previsíveis e acionáveis de acompanhamento, capazes de capturar sinais fracos antes que virem desvios estruturais.
Quando o acompanhamento é contínuo, pequenas correções evitam grandes ajustes, conflitos são tratados cedo e decisões se tornam menos políticas. Quando é episódico, a organização reage tarde, e com muito mais tensão.
Poorly timed follow-up turns management into hindsight.
This understanding is not new. Classic execution scholars have long argued that strategies fail less because of formulation errors and more because organizations lack the ability to adjust over time.
Kaplan and Norton argue that, without frequent strategic review cycles, organizations lose the ability to test hypotheses and adjust course while meaningful flexibility still exists. The outcome is a clearly defined strategy, rigidly reviewed outside the right moment.
(Kaplan & Norton, The Execution Premium, Harvard Business Press)
A Common Symptom: Adjustments Always Come Later
In episodic follow-up models, statements like these start to surface:
“Let’s wait a little longer.”
“We’ll fix it next month.”
“It’s too late to correct it now.”
Essas frases não indicam falta de interesse, mas sim um sistema de acompanhamento desconectado da capacidade real de ajuste. A organização até revisa a estratégia, só não no momento em que a revisão ainda faria diferença.
The Role of Follow-Up in Coordinating Strategy
More mature organizations use follow-up as a mechanism for continuous coordination. It helps align priorities across areas, resolve conflicts before they escalate, support difficult decisions, and adjust strategic hypotheses in motion.
Nesse contexto, acompanhar não significa controlar pessoas. Significa coordenar escolhas ao longo do tempo.
This is one of the core insights of the execution literature: follow-up only creates value when it is directly connected to decision-making and adjustment—not when it functions merely as accountability or reporting.
What Changes When Follow-Up Becomes Continuous
When follow-up stops being episodic and becomes continuous, the dynamics of execution change in noticeable ways.
- Indicators begin to guide action, not just analysis.
- Goals take on a coordinating role.
- Decisions happen closer to the problem.
- Strategy stops being a plan revisited occasionally and becomes something that stays alive day to day.
Lawrence Hrebiniak reforça que a execução depende menos de controles formais e mais de mecanismos frequentes de feedback e ajuste, capazes de conectar decisões estratégicas à operação antes que os desvios se consolidem.
(Hrebiniak, Making Strategy Work, Wharton School Publishing)
Follow-up stops being a ritual and becomes part of how strategy is actually run.
Follow-Up Doesn’t Fail on Its Own
Like goals and indicators, follow-up is rarely the only problem. It fails when it is disconnected from clear priorities, well-defined decision governance, and real adjustment capacity.
Sem esse sistema, acompanhar mais apenas gera mais informação, e não mais execução.
Follow-Up Is One of the Most Overlooked Structural Failures
Episodic follow-up is one of the most common structural failures in strategy execution. It often appears alongside goals that fail to create focus, indicators that do not guide decisions, and adjustments that always come too late.
This point is part of a broader analysis of why well-formulated strategies fail to translate into consistent results, explored in:
Why most strategies fail in execution — even with clear goals and strong indicators
When leadership discusses strategy only at the end of the cycle, the problem isn’t discipline—it’s timing.
Strategy execution requires fewer extraordinary events and more rhythm, coordination, and continuous adjustment. In many cases, changing how strategy is followed up transforms the entire dynamic of execution.
Strategy execution requires fewer events and more rhythm in decision-making and adjustment.
