Daniel Roth: Execution Drift & Building Teams That Deliver

So the impressive thing, and as I was going through this, you came to this work through operations, not consulting, not academia.

I know you gained education throughout your career, but where did this conviction about execution system actually come from to you? Was it like there's a moment where you saw a strategy die, for instance? in the field, or you thought perhaps I can do this better.

Just we need to understand at least why this keeps happening, strategy versus execution.

Yeah, that's a great question.

I've had the fortune to work in the outsourcing industry, and that's one of the ways I've worked with so many different industries.

And I've got to see Fortune 500, Fortune 50, Fortune 10 companies and startups alike And I find that all of them struggle when you go deeper into the organization around strategy and execution.

So the first thing is I just identified that there is a constant struggle in every business.

No matter how successful that business is, they can reach another level of success.

They can amplify their results.

Whether you're an Apple or you are a startup organization, there's always that space there.

And I just started asking different questions.

What does this person need to know? What can they actually decide? What happens when priorities conflict and where does work get stuck? And those questions over time just changed how I led.

They helped me recognize what I now call execution drift, which is the gap between leadership intent and daily execution.

And what I found is teams can agree on the strategy while their daily decisions pull the organization different directions.

And those experiences over time became the foundation for Pangea Effect, where we help leaders understand what's getting in the way of and create the conditions for exceptional repeatable performance.

Now, from, you know, again, getting to know your segment, I guess, from this conversation, I hope you don't mind me drilling a little bit into that.

You've worked across 15 industries in 45 countries.

Most people of this kind of breadth ended up being generalists.

But you clearly came out on the other side with very specific thesis, hence E3 framework.

What did that match variety teach you that you couldn't have learned going deep in one sector, Daniel?

I think the first thing is the benefit of working in so many industries and then learning that just something that works in the United States from a cultural and regulatory perspective will not work in Asia or in Europe or in a different part of the world.

You start to recognize that there's not always just one clear path, first of all.

And at the same point, there was always one strategy as an organization.

And so how do we take ideas from this big idea and then be able to distill it down so it becomes localized using the language of this chat here for the end users? And what I found was that there were a few key components, really.

One was culture.