When Strategy Looks Impressive but Fails: A Cautionary Tale for Not-for-Profit Leaders
By Alison Clarke, 7th August 2025
I recently came across a strategy from another sector that left me genuinely frustrated on behalf of the people expected to deliver it.
Even in its beginning stages, it was apparent this polished new plan was destined to fall flat. As is so often the case, it will inevitably be the staff who had no real voice in the process who take the blame for the failure.
Unfortunately, it’s a scenario many not-for-profit organisations will recognise:
A beautifully presented strategy document, brimming with ambition
A confident implementation plan, signed off by senior leadership
A high-profile launch designed to generate enthusiasm
And then, very little. Or worse, mounting frustration as the reality of delivery hits home.
Why Good Strategies Come Unstuck
So why does this keep happening?
Even the best ideas are bound to unravel if they aren’t grounded in a clear understanding of what it actually takes to bring them to life.
Unrealistic timelines.
Rigid milestones.
No space for learning or adapting.
If I asked whether you’ve ever seen a strategy that looked impressive on paper but quickly fell apart in practice, I suspect you could think of a few examples. I certainly can.
At heart, the issue is simple: Strategy isn’t just about where you want to go, it’s about whether people have what they need to get there.
The Mountain Metaphor
Picture this: you ask your team to climb a mountain but you haven’t given them the right kit or the time to acclimatise.
That’s exactly what happens when strategy is focused solely on speed and certainty rather than execution and adaptability.
It’s a recipe for burnout, disillusionment and, ultimately, failure.
So What Can We Do Differently?
The good news is that this isn’t inevitable. The best strategies don’t just look good, they work because they’re designed to set people up for success.
Here are three ways to make that happen:
Involve the people delivering the strategy in shaping it.
When teams are part of the process, they’re more engaged and they’ll often spot potential pitfalls early onSet milestones that stretch people without overwhelming them.
Ambition is important but it has to be balanced with a realistic assessment of capacity and resourcesAllow time to learn, refine, and adjust.
No strategy survives first contact unchanged. That isn’t a failing, it’s a sign of a healthy and responsive organisation
A Simple Question for Leaders
Next time you’re reviewing a new strategy proposal, ask yourself: Does this set our teams up to succeed or are we, however unintentionally, setting them up to struggle?
In the end, no matter how impressive the vision or slick the presentation, a strategy is only as good as the experience of the people tasked with delivering it.
If it doesn’t work for them, it doesn’t work - full stop.
If your organisation is grappling with how to create strategies that stand up in the real world, I’d be glad to have a conversation. Supporting not-for-profits to build strategies and plans that actually deliver is what we do best at AAW.