Strategy Audit Case Study

Context

A national sports body believed its strategy was clear but was experiencing inconsistent execution,

internal resistance, and declining stakeholder confidence.

AGC was engaged to determine whether the strategy itself was coherent and actionable.

Symptoms

• Strategy documents that lacked prioritisation

• Misalignment between leadership intent and operational reality

• Conflicting performance metrics across departments

• Execution failures attributed to “delivery issues”

Diagnosis

AGC conducted a Strategy Audit to test whether the strategy was fit for purpose.

The diagnostic examined:

• strategic coherence and prioritisation

• alignment between objectives and operating model

• clarity of success measures

• decision rights tied to strategic execution

The audit revealed that the strategy was aspirational but structurally incoherent.

Prescription

AGC recommended a strategic reset before execution.

Rather than refining delivery plans, AGC set out a revised strategic framework with explicit priorities and decision ownership.

Delivery (Where Warranted)

Following strategy confirmation, AGC supported structured implementation planning aligned to the revised priorities.

Outcome

• Clear strategic priorities

• Alignment between leadership intent and execution

• Reduction in internal friction

• Improved stakeholder confidence

Why This Matters

Execution cannot compensate for strategic incoherence.

This diagnostic prevented the organisation from scaling the wrong strategy.

Governing Diagnostic

Strategy Audit

When to Use This Diagnostic

• When execution is failing despite effort

• When strategy exists but outcomes do not align

• Before organisational transformation initiatives