Strategy Meets Reality Podcast
May 5, 2026 · 52 min · 20 segments
Strategy fails in the gap between the plan and the lived reality of work, and that gap is where most leaders burn out. We sit down with Richard Claydon, an organisational theorist focused on…
I think it's, it's that dominance of the operational, that run work, I think gets in the way.
And I was reflecting on this because there was, um, a recent thing at, at, at the moment with, um, um, AR, Aliaku Rah, uh, can't even say his name now, but the, the guy that murdered the children, um, in, um-
Um, but the thing, they just put out all the, the, the reflections from the review of all the failings that happened, and obviously the same thing comes out again.
All that's gonna happen from it is the same thing that then creates more burden for leaders." 'Cause they're not going to look at, like we're talking about some of the structural stuff around, um, you know, what, you know, how are these things split and lumped together? You know, what's the decision rights? What's the coordination with it? What they'll do is they'll now create a performance board.
They'll create a team of people to, that will add more reportings, and they'll be expecting the leaders now to do more reporting to demonstrate how they're now communicating across these boundaries that exists.
Um, then there'll be PBR boards and more boards, which create more meetings, which don't actually solve the problem.
I think it's, it's that dominance of the operational, that run work, I think gets in the way.
And I was reflecting on this because there was, um, a recent thing at, at, at the moment with, um, um, AR, Aliaku Rah, uh, can't even say his name now, but the, the guy that murdered the children, um, in, um-
Um, but the thing, they just put out all the, the, the reflections from the review of all the failings that happened, and obviously the same thing comes out again.
All that's gonna happen from it is the same thing that then creates more burden for leaders." 'Cause they're not going to look at, like we're talking about some of the structural stuff around, um, you know, what, you know, how are these things split and lumped together? You know, what's the decision rights? What's the coordination with it? What they'll do is they'll now create a performance board.
They'll create a team of people to, that will add more reportings, and they'll be expecting the leaders now to do more reporting to demonstrate how they're now communicating across these boundaries that exists.
Um, then there'll be PBR boards and more boards, which create more meetings, which don't actually solve the problem.
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