strategy

If Part 1 was “plan via the journey” and Part 2 was “fund the journey,” Part 3 is about putting it all into motion. Planning and budgeting only matter if they lead to results. Execution is where growth happens or stalls.
By January, most firms have their plans and budgets approved. The question now becomes: how do you turn those plans into measurable progress your executive team can see by the end of Q1?
From May through August, most executive teams, whether at brands or professional services firms, are knee-deep in building strategies and budgets for the coming year. But many are using outdated models: departmental budgets created in isolation, growth projections rooted in past performance and plans that treat customer experience as a byproduct rather than a priority.

In May, I argued that 2026 growth planning has to start journey-first—not budget-first. Map how buyers actually discover, evaluate, and choose you; then align teams and targets to that reality.

In a market where visibility is fractured and trust is earned in milliseconds, how you plan for growth in 2026 will determine whether you lead or fall behind.
From May through August, most executive teams, whether at brands or professional services firms, are knee-deep in building strategies and budgets for the coming year. But many are using outdated models: departmental budgets created in isolation, growth projections rooted in past performance and plans that treat customer experience as a byproduct rather than a priority.