This month, we focus on business development, the engine of sustainable growth. External factors such as market shifts, economic conditions, and intense competitive pressures play a crucial role; many of the most significant obstacles to effective business development are within a company’s control. However, these internal challenges often receive less attention than the external ones.

‍

Most business leaders understand that successful business development requires the following:

• Effective Strategic Planning based on identifying the target audience, performing market research and setting clear growth objectives

• Strong Execution Plans that translates strategy into actionable steps

• Robust Relationships and Networking to connect with potential clients, partners, and industry leaders

• Healthy Adaptability and Innovation Attitudes to evolve with the business landscapes and identify new opportunities, and

• Proactive Risk Management to anticipate and mitigate barriers to implementation

‍

However, according to Harvard Business Review, 90% of businesses fail to execute these well-developed strategies. Why the gap?

‍

The following observations highlight common challenges that limit Business Development success. Assign a red, yellow, or green flag to each. If the reds and yellows outweigh the greens, what steps will you take to bridge the gap between the business development strategy and execution?

Execution Challenges That Limit Business Growth

• Poor communication of strategy: Do employees understand the company’s business development goals and how they contribute to them? Research indicates that 95% of employees do not.  Without clear communications, even the best strategies remain disconnected from daily actions, leading to missed opportunities and wasted effort at all levels.

‍

• Misaligned Goals, Incentives and Structures: Are business development efforts supported by appropriate metrics, goals, and incentives? If compensation structures, team collaboration, or performance targets are not closely tied to BD strategic growth outcomes, efforts become diluted. In today’s fast-paced market, misalignment can mean the difference between thriving and stagnating.

‍

• Resistance to Change: Does the company culture facilitate business growth? Many organizations unintentionally stifle innovation and strategic expansion by clinging to outdated processes. A culture that resists change will struggle to adapt to evolving market shifts and customer expectations, ultimately limiting business development potential.

‍

• Overthinking vs. Acting: Does the decision-making process facilitate or hinder business development?  Growth depends on timely decisions- neither too soon nor too late. Businesses that get stuck in excessive analysis frequently miss critical windows of opportunities.

‍

• Faulty Assumptions and Risk Management: Are strategic assumptions regularly reviewed and tested? Specific markets, customers, and industry assumptions drive business development strategies. When these are incorrect or outdated, growth efforts suffer. An effective risk management plan should include continuous validation and contingency planning.

‍

• Accountability: Is there clear ownership of key business development initiatives?  Confusion reigns when multiple people or teams are responsible for an outcome without a single accountable leader. Strong business development execution requires clear accountability for all tasks and deadlines.

‍

• Follow-through: Is there a structured follow-through process to track progress? Business development isn’t a onetime activity- it requires consistent monitoring, adjustments, and execution discipline - the same rigor as any other part of a successful business. Even the best plans will falter without an effective system to ensure regular follow-through.

‍

• Knowing-Doing Gap: Are strategic priorities translating into action? Knowing what needs to be done is not the same as doing it. Fear of change, resource constraints, or leadership misalignment can drive disconnects between business development goals and execution. Addressing the gap is critical for turning plans into measurable growth.

‍

Bridging the Gap:

As you reflect on the current state of your organization’s business development efforts, ask yourself: Is the gap in strategy, or is it in execution? One without the other is a recipe for stagnation and failure.

‍

Look at your red, yellow, and green flags. Are you satisfied with the balance? If not, what steps will you take to implement these new insights?  Robust business growth depends on developing strong strategies and executing them with discipline, adaptability, and accountability. What will you do today to close that gap?

‍