Translating Strategy into Operational Execution

A conversation with Michelle P., Director - Strategy, Ops & Sustainability for Natural Solutions Co Strategy without execution is just wishful thinking. And according to Michelle P., Director - Strategy, Ops & Sustainability for Natural Solutions Co and a former GE leader trained in Six Sigma, too many teams underestimate the distance between a strategic vision and real-world results.

In this Exec Edge Q&A, Michelle shares hard-earned lessons on how to turn strategy into action — and how to keep it moving when the day-to-day gets messy.

Below is our full conversation, lightly edited for clarity and flow.

What’s the biggest misconception teams have about execution when a new strategy is launched? They think they can get to where they want to go just by saying it — without mapping out the steps or looking for the roadblocks before they happen.

I spent many years at GE and was fortunate enough to learn the value of process mapping through their Six Sigma program. First, map what the process looks like now. Then map what you want the new strategy to look like. Identify the speed bumps and roadblocks that might throw you off course.

Detailed risk analysis and mitigation before execution is paramount. But don’t let all that slow you down from getting started.

How do you turn high-level strategy into clear priorities and actions at the team level? By mapping it out.

Once a strategy is set, you need to define what success looks like. Then break that down into small, achievable steps — those steps become team-level actions. From there, you can prioritise, assign ownership, tie KPIs to the steps, and even revise job descriptions for accountability.

What systems or tools have actually helped you close the gap between planning and doing? I’m old-school — I still love Excel spreadsheets and Gantt charts.

That said, tools like Smartsheet and ClickUp offer useful features like reminders and progress tracking. The downside is that they’re subscription-based — and if you stop paying, you risk losing access unless you've backed up your data.

How do you avoid “strategy theatre” — the appearance of alignment without real traction? Mapping helps everyone see both where they are now and where they want to go.

If you include people in the process — not just present it to them — they understand the “why” behind each step. You're not just showing them the roadmap; you're letting them help shape it. That naturally builds buy-in and accountability.

This is especially true when integrating sustainability. It’s like telling a sports team they’re suddenly playing a different sport — some won’t want to come on board. That’s when it becomes clear: if they’re not “on the bus,” maybe it’s time they found a different one.

You need the right people, in the right roles, with the right mindset. Sometimes, you have to weed the garden.

What are the warning signs that execution is drifting off course? When small milestones start slipping. Those checkpoints are designed to flag misalignment before it snowballs.

Regular check-ins are also key. The language people use in updates — hesitancy, lack of clarity, vague progress — often signals deeper problems. If you're listening closely, you'll hear when things start to go off track.

What advice would you give to a strategy team trying to stay relevant after the planning phase ends? Stay involved in the execution. Don’t disappear after the PowerPoint is delivered.

Keep showing up. Celebrate milestones. Track progress. Most importantly, learn what worked and what didn’t. You need feedback loops — especially when you’re implementing something that’s never been done before in that company.

Even the best planning can’t account for every twist. The key is being present enough to adapt when reality hits.