{"id":14015,"date":"2026-04-08T15:13:09","date_gmt":"2026-04-08T13:13:09","guid":{"rendered":"https:\/\/www.improven.nl\/?p=14015"},"modified":"2026-04-09T09:23:04","modified_gmt":"2026-04-09T07:23:04","slug":"geef-je-strategie-vleugels-hoe-strategie-met-een-sro-echt-van-de-grond-komt","status":"publish","type":"post","link":"https:\/\/www.improven.nl\/en\/nieuws\/geef-je-strategie-vleugels-hoe-strategie-met-een-sro-echt-van-de-grond-komt\/","title":{"rendered":"Give your strategy wings; how strategy with an SRO really gets off the ground"},"content":{"rendered":"
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Strategy provides the dot on the horizon, the route to the pot of gold at the end of the rainbow. It gives a company direction and vision for the coming years. Defining this pot of gold often receives ample attention. Heath days, strategy consultants and pizza sessions on your only night off are plentiful. Yet in practice, two-thirds of strategies never get realised\u00b9<\/span>. This is not because the strategy is bad, but because the organisation is struggling with strategy execution.<\/span>\u00a0<\/span><\/p>\n

Strategy execution prepares the organisation to walk the route, because just the map won't get you there. It is translating, prioritising, steering and tracking the strategic goals. And that is precisely where we see a clear trend. Increasingly<\/span>\u00a0More often, a Strategy Realisation Office (SRO) will be set up\u00b2<\/span>. Whereas this was relatively new a few years ago, the SRO now seems to be rapidly gaining ground within organisations in transition. The question this article therefore seeks to answer. \u2018\u2019Why?\u2019\u2019<\/span>\u00a0<\/span><\/p>\n\t\t\t<\/div>\n\t\n

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From strategy to execution<\/h2>\n

The explanation lies in a broader shift. Organisations increasingly realise that success is determined not so much by the quality of their strategy, but by their ability to actually execute that strategy. Strategy execution as a competence is thus becoming more central. It is no longer just about formulating ambitions, but about realising them.\u00a0<\/span>\u00a0<\/span><\/p>\n

Strategy execution is a balance between change (Change) and performance (Run), says strategy execution expert Paul Vervoort\u00b3<\/span>.<\/span>\u00a0On the one hand, it is about implementing the strategy. This means that organisations develop new competences, ways of working or propositions needed to achieve the strategic goals. This is often done through programmes, projects and other change initiatives. This is also known as the CHANGE side of strategy execution.<\/span>\u00a0<\/span><\/p>\n

On the other hand, it is about controlling strategy execution. This is about ensuring that the organisation actually functions and performs in line with the chosen course. Think of managing processes and behaviour using management information and control processes. This constitutes the RUN side of strategy execution.<\/span>\u00a0<\/span><\/p>\n\t

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