Once leaders develop a strategy, its success rests in the hands of middle managers and frontline teams. But is this where strategy goes to die?

There’s a saying that strategy is written “right to left” (starting with the vision) and implemented “left to right” (carried out through execution). This “forward in reverse” approach isn’t new and even passes Lewis Carroll’s logic test. In Alice’s Adventures in Wonderland, Alice asks the Cheshire Cat which way she should go, only to hear: “That depends on where you want to get to.” Without a clear destination, direction doesn’t matter—a lesson we should heed when crafting strategy.

Unlike Alice, we start with a clear purpose and direction. But that’s just the beginning. Studies suggest that 50-90% of strategies fail. Where does this failure originate? Is it in the lofty vision, or in the day-to-day implementation where strategies often meet their demise?

According to Quy Huy, professor of strategy and management at INSEAD, middle managers aren’t the obstacle many assume them to be. In the right conditions, they don’t block change—they drive it. In a study of a major transformation at a telecom company, Huy found that 80% of initiatives led by senior management failed or fell short, while 80% of middle-manager-led initiatives succeeded, generating $300 million in annual profits. The difference? Middle managers had the right kind of support.

This support is crucial in closing the gap between strategic vision and execution. It doesn’t happen in quarterly Town Halls filled with inspiring speeches—it happens in the trenches, when middle managers and frontline teams embed strategic focus into the daily and weekly rhythm of work.

Yet, middle management is often caricatured as a barrier to progress—a stereotype perpetuated by pop culture, where middle managers are portrayed as defenders of the status quo or saboteurs of positive change. But as Carol Stubbings, Darren Homer, and John Francis argue in Thawing the Frozen Middle for PwC, this stereotype overlooks the untapped potential of middle management. When transformation stalls, it’s often because senior leaders have failed to equip middle managers to execute effectively.

At Alignd, we recognize that execution is where strategy either thrives or fails. That’s why we built a platform to help teams focus on what matters, embed strategic priorities into daily workflows, and overcome the distractions of the urgent.

As Ernest Hemingway famously said, “Never confuse movement with action.” Leaders must ensure that energy and effort are directed toward focused productivity, not just performance for performance’s sake. Transformative change may begin with visionary leaders, but success ultimately depends on equipping middle managers and frontline teams to own and implement the strategy.

The question isn’t whether strategy can survive the gap between vision and execution—it’s whether organizations are willing to invest in the tools, support, and alignment needed to bridge it. With clarity, focus, and empowered teams, strategy doesn’t just survive—it thrives.

Gratitude and acknowledgment to Missy Jackson and Darrell Crawford at Vantage Group for the fascinating and provocative discussion that inspired this post.