Strategy sounds clean on a slide deck. Then you try to deliver it inside a system with competing priorities, blurred boundaries, and a public spotlight that never switches off.

I’m joined by senior civil servant Alison Guthrie-Wrenn to talk about strategy execution where constraints are real, relationships are long-term, and legitimacy is not automatically granted. We compare what it feels like to drive change from inside an organisation versus advising from the outside, and why power dynamics and internal politics shape what can be challenged and what must be navigated.

Your organisation might have a polished strategy deck, a neat org chart, and a backlog full of “agile” work, yet decisions still stall and accountability still blurs. That is the gap we tackle with our guest Martin Pfiffner, author of The Neurology of Business. He identifies the missing third dimension of structure. Beyond anatomy (boxes) and physiology (process), we dig into organisational neurology, the real wiring of decision rights, control, and communication. When that wiring is unclear, work escalates, leaders overload, and you end up with what Dan Davies calls an unaccountability machine.

Strategy fails before it reaches the field—because we’ve turned it into a branding exercise.

In this 31st episode of Strategy Meets Reality, Mike Jones reflects on the journey so far. He explores why strategy fails first in perception, how structural inertia breaks execution, and why we must shift from alignment to coherence. This is a grounded call to return strategy to what it always was: the art of movement, not management.

Hunter Hastings challenges the profit-first mindset, showing why value creation must be the guiding principle for strategy. In this episode, he and Mike Jones explore systems thinking, autonomy, and leadership’s role in removing barriers to action.