A Quantum PoV

Your strategy looks great on paper. The vision is polished, the targets are set, and the board is satisfied. Then it falls apart—not because the market shifted, but because no one inside the organization ever connected to it. Less than 5% of employees understand their company’s strategy. Purpose must be internally compelling before it can be externally valuable. The best minds in business have been saying this for decades. It’s time to build strategy that reflects it.

Six in ten ERM programs report a connection to strategic planning. Most fail to integrate risk insights with actual decisions. Only 11% of senior finance leaders see risk management as a strategic advantage. The gap between your risk program and your strategic plan isn’t a minor process issue—it’s a structural failure in how strategy gets built. And it’s one of the biggest reasons 90% of organizations fail to execute. Here’s what’s driving the disconnect and what it takes to

After thirty years watching strategy fail at a 90% clip, I stopped blaming execution and started questioning the structure. What I found led me to quantum physics—and three truths that changed everything: everything is energy, everything is connected, and everything moves. Organizations aren’t machines. They’re living systems. And when you build strategy that honors that reality, using Purpose, Growth, and Evolution in Equilibrium as your foundation, the results speak for the

74% of leaders say they need better performance measures—yet most still track the same lagging financial indicators that only tell them where they’ve been. The problem isn’t the metrics themselves. It’s that the traditional framework for strategic planning doesn’t give leaders a structure for measuring what really matters: organizational health, internal capacity, and strategic evolution. Purpose, Growth, and Evolution managed in Equilibrium isn’t philosophy. It’s performance

A CEO hands me their strategic plan. Somewhere near the top—usually on page one, sometimes framed on the wall—there's a mission statement. They point to it proudly and say, "We've got our purpose nailed down." Except they don't. What they've got is a description of what they do. Maybe who they do it for. But purpose? That's something else entirely. Mission describes what you do. Purpose explains why it matters. Confusing the two is one of the most expensive mistakes an organi

Purpose-driven organizations achieve 25% higher revenue and 40% better retention, but only when purpose is embedded in strategic design. This data-driven analysis reveals why 90% of strategic plans fail, what the research shows about purpose-driven performance, and introduces the Essential Strategy Framework (PGEE) that translates purpose into measurable results. One small but powerful shift in perception can put you in the top 10% of performers.

Traditional strategic planning asks the wrong question first, focusing on markets, competitors, and revenue targets while assuming the organization will magically rise to meet external demands. This dangerous assumption explains why 90% of strategies fail. The question every leader should start with: What must be true of the organization for us to succeed? This inside-out approach to strategy design builds internal capacity alongside external ambition, creating sustainable co

"Our strategy is fine. We just need better execution." After 30+ years working with entities of all sizes, I've learned this is a red herring. The problem isn't execution, it's that the strategy wasn't executable to start with. When strategy lacks foundational context around Purpose, Growth, and Evolution, even your best operators struggle. That "execution problem" is usually a strategy design problem in disguise. Here are the 4 design flaws that doom strategic plans before