Operationalising Strategy: The Hard Work Behind the Vision

A Conversation with Rachel Bevans, Managing Director, Strategy & Planning at The Healthy Brand Company Turning strategy into action isn’t just about alignment — it’s about ownership. For Rachel Bevans, Managing Director at The Healthy Brand Company, execution requires more than vision. It needs stakeholder advocacy, smart planning, and real behavioural change.

In this Exec Edge Q&A, Rachel breaks down the practical mechanics of strategy execution — from managing workload constraints to embedding purpose at every level of the business.

Below is our full conversation, lightly edited for clarity.

What’s the hardest part about turning strategy into action?

Strategy involves gathering and analysing a wide range of inputs, connecting the dots, and identifying the threads that unify an organisation or brand.

The hardest part of putting that strategy into action? Convincing siloed teams — functional, geographic or structural — who each have their own goals and ways of working, that this is the path forward.

What does turning strategy into action actually involve?

It starts with meaningful stakeholder engagement — inside and outside the organisation — throughout the process. That ensures the strategy reflects real opportunities, and anticipates potential challenges.

It also requires strong buy-in from the top: CEO and C-suite support, ownership, and advocacy are essential.

Workload activity planning is critical. The people tasked with executing the strategy must have dedicated time and resources. If it's outside their day job — or they’re already overloaded — it simply won’t happen. In some organisations, this is supported by Change Management, Transformation, or Brand Portfolio/Category Planning teams.

In some cases, execution may even require new roles, training programs, or cultural and behavioural shifts — all of which need People & Culture’s support.

How do you ensure teams actually understand the strategy — not just hear it?

There’s a tipping point where you know it’s landing — it’s when people begin to generate their own ideas based on the strategy.

To get there, we:

• Present the strategy in a compelling, accessible way

• Cascade it across four levels — org, function, team, and individual — so it becomes increasingly relevant

• Run working sessions at the cross-functional and team level that help people internalise and bring it to life

• Provide interactive training and learning modules (sometimes even quizzes) to embed the thinking

• Share handouts and branded items to keep the strategy top of mind

• Establish go-to resources — whether it’s a person, a council or a community — to provide feedback and support

• Where needed, implement a clear approvals process

• Build feedback and recognition systems that reinforce what’s working, what’s not, and where strategy may need to evolve
  

Where do you see the biggest disconnects between strategic planning and execution?

1. No shared objectives or clear success metrics

2. Cultural silos and internal territorialism

3. A lack of individual accountability — and no planning to embed execution into workloads
   

What tools, rhythms or habits help keep strategy aligned with day-to-day operations?

1. Objectives and measurement clarity: use two simple but powerful exercises — “Barriers and Bridges” and “Look of Success” — with every core team. They’re invaluable for alignment, buy-in, and ongoing tracking.

2. Change management and planning: collaborate with Transformation, Change, People & Culture, and Planning teams to ensure execution is baked into the organisation’s operating model — and that people have the space, tools and mandate to deliver.

3. Stakeholder engagement from day one: Bringing stakeholders in early (not after the fact) ensures the strategy lands well and travels fast.

4. Sharing and feedback: We regularly surface and celebrate best practice — not just as recognition, but as a way of showing what great execution looks like. This builds confidence, accelerates learning, and fosters a growth mindset.

How do you stay agile without drifting from the core strategy?

• Give people ownership — and the tools, training and support to deliver

• Celebrate wins and course-correct often — not just in annual reviews

• Be very clear on short-term vs long-term priorities — minor blips shouldn’t derail a strong strategy

• Don’t be afraid to evolve activities — but don’t change the strategy unless you have to