In government, strategy can, if effort isn’t maintained, stop at the press release.
Big reforms are announced, bold targets are set — and then delivery stalls. Implementation lack attention, ideas get watered down and momentum is lost. The intent was sound, but outcomes don’t follow.
This isn’t a new problem, but it’s a growing one. As governments step up in areas like housing, energy transition, digital infrastructure and industrial policy, the ability to execute is becoming the real differentiator.
The next wave of public sector performance likely won’t come from big bang ideas. It will come from better delivery. Turning strategy into product. Policy into outcomes. Technology into productivity. Fast, visible, and credible.
That’s the execution gap emerging as ambition and activity grows. And it’s time we closed it or lose the dividends and outcomes on offer.
The Myth of the “Announcement Effect”
Governments place a lot of weight on announcements. The assumption sometimes made is that policy intent will shape behaviour, signal momentum, or buy time. Sometimes it does, but not for long.
The public, the media, and delivery partners are asking sharper questions. “When will we see it?” “How will it work?” “Who’s responsible?” Good government has these questions considered and answered before policy choices and indeed announcements are made. Many examples exist of Governments who have confronted these questions and enjoyed the dividends of their work.
Execution isn’t just follow-through — it’s the hard, messy work that turns direction into delivery. It requires just as much focus and capability as policymaking itself.
And too often, that capability is missing.
Where Execution Breaks Down
Most governments don’t lack ambition. They lack delivery infrastructure — especially for cross-cutting or first-of-its-kind reforms. To be clear, this is not a generalisation. Pockets of brilliant practice exist that can offer inspiration and learning.
If it does break down, this is where it usually happens:
- No clear owner. Too many players, not enough ownership mindset.
- Unrealistic timelines. Driven by political cycles or ambition, not delivery reality.
- Disconnected governance. Strategy lives in one part of government, delivery in another.
- Limited capability. Policy teams are thin, delivery teams even thinner.
- Poor feedback loops. Early risks go unflagged, lessons aren’t learned until too late.
The result? Reform fatigue, cynicism, and missed opportunities — which is devastating, especially when the intent was good.
What Good Execution Looks Like
There’s no silver bullet, but high-performing delivery efforts tend to share five things:
- Clear scope and mandate. Everyone knows what success looks like and who’s accountable.
- Integrated governance. Decision-making is fast, issues don’t bounce around.
- Skilled delivery teams. Not just project managers, but people who can navigate both systems and politics.
- Strong delivery rhythm. Regular check-ins, real data, and clear escalation paths.
- Adaptability. Learning fast, adjusting early, and staying focused on outcomes.
This isn’t private-sector delivery theatre. It’s disciplined public delivery, designed for complex systems, contested environments, and multiple stakeholders.
Three Ways to Build Execution Muscle
If you’re serious about closing the execution gap, start here:
1. Stand up delivery teams early
Don’t wait until something goes off-track. Embed delivery leads as soon as a policy is locked in — ideally, while it’s still being shaped. Make them part of the design.
2. Build delivery into governance
If your program board doesn’t have real delivery data, decision-making authority, or a direct line to the senior accountable executives or office holders — it’s not fit for purpose. Build governance around momentum, not process.
3. Invest in public delivery capability
The instinct to outsource core delivery is understandable. But governments that succeed in high-stakes reform increasingly keep the core in-house. That means investing in people, tools, and partnerships that strengthen institutional delivery capacity — not just hire it.
If capability is hired-in, which is sometimes necessary and a healthy thing to do when dealing with new tasks or content, ensure a capability transfer as well as project delivery.
The Opportunity
Big reforms will always be hard. But they’re not impossible.
The governments that lead the next decade — in climate, housing, skills, infrastructure — won’t just be those with the best ideas alone. They’ll be the ones that can deliver.
At frank, we help close the gap between ambition and action. We work with governments to turn strategy into product — quickly, credibly, and with a clear grip on risk and results. We work with those who seek to partner with Government to help. It’s always about the outcome.
At frank, we don’t believe that there is no need to slow down idea generation or default to endless cycles of planning rather than action. There is no need for the theatre of endless meetings. There is a need for conscious, capable and deliberate delivery.
