When the Strategy Is Signed and Nothing Moves

About this collection

**A signed strategy is the start of the work. The organisation is the other half.** Leadership teams at this time of year are finishing plans they believe in. Many have also lived the pattern that follows a plan: a launch, a fortnight of energy, and a slow return to the way things were. Organisations in this position rarely lack intent or capability. The difficulty usually sits in how the change was designed. Information is delivered, an event lands, the colour fades. After three or four rounds, the people who carry the most institutional knowledge become the ones least inclined to believe in the next initiative. That cost never appears in a budget line, and it decides whether a strategy is executed. Eric Edmeades works on that gap. His method was built into the education systems of a global learning platform operating in more than a hundred countries, and he has spent his career on one question: why people do not do what they already know, and which conditions have to change so that they do. He begins with the organisation's own knowledge, since some of the best thinking in any company is unsaid or badly said, and builds the work around the one issue that, once resolved, unblocks everything downstream. He is based in Cape Town for part of each year, so leadership teams can work with him on their own ground, before the 2027 plan goes out and while it can still be shaped.