Aug 27, 2026 · 37 min · 9 segments
Smart people, sensible ideas, real effort — and yet the business isn't moving as fast as it should. David and Rob unpack why: it's rarely a strategy problem, a people problem, or a technology problem…
Rob BullHost
David AltenaHost
Yes, they do, and yes, there are smart people out there, and yes, there are some really awesome people doing some awesome stuff.
They're all in isolation, and when you do try and improve all of these little different activities and different ideas in isolation to each other, they don't work in harmony.
You know, we're deep in, um, All Black season, and the analogy I would use is if the backs go away and create a game plan, and the forwards go away and create a game plan that makes sense to them, but you don't talk to each other, you've got one team, but the forwards and the backs aren't cohesive because there's no single game plan, and the, the smaller actions just don't come together as one, and that's what you often see.
So you'll often see a whole lot of great ideas that might be up in the leadership room, but they haven't engaged the team, but wonder why the team's not on the road, on the journey with them.
Yeah, I like that, and I mean, I've, I've got down here strategy, but really strategy is just about direction and priorities, and I actually like your approach there with the game plan because the game plan ultimately can fail to make it into those weekly reviews and the, the broader team decision-making and behavior.
So I think one of the things we brought up in the article is this idea that the plan's sitting in the owner's head, but it's not actually getting out there and into the business, which is a little bit like what you're saying, although in, in this case, we've got the leadership team or leadership with a plan, but not actually putting it to anyone else.
Do you see a bit of that with what, with, with the businesses you're working with?
And this word's coming up quite a bit, and it's around maturity of knowledge around taking a team through a change process.
Now go out and do it." Whereas we know that going through some simple- Change processes around sharing that big vision, enabling the team, getting them up to speed, getting the skillsets done, changing the processes that are required so the team can actually perform to where the goal is going, so that maturity around the, you know, n- knowledge around change management is quite poor.
And there's a couple of simple ones out there, and we've talked about some in the past, and I think that's where some of those steps have gone.
Yes, they do, and yes, there are smart people out there, and yes, there are some really awesome people doing some awesome stuff.
They're all in isolation, and when you do try and improve all of these little different activities and different ideas in isolation to each other, they don't work in harmony.
You know, we're deep in, um, All Black season, and the analogy I would use is if the backs go away and create a game plan, and the forwards go away and create a game plan that makes sense to them, but you don't talk to each other, you've got one team, but the forwards and the backs aren't cohesive because there's no single game plan, and the, the smaller actions just don't come together as one, and that's what you often see.
So you'll often see a whole lot of great ideas that might be up in the leadership room, but they haven't engaged the team, but wonder why the team's not on the road, on the journey with them.
Yeah, I like that, and I mean, I've, I've got down here strategy, but really strategy is just about direction and priorities, and I actually like your approach there with the game plan because the game plan ultimately can fail to make it into those weekly reviews and the, the broader team decision-making and behavior.
So I think one of the things we brought up in the article is this idea that the plan's sitting in the owner's head, but it's not actually getting out there and into the business, which is a little bit like what you're saying, although in, in this case, we've got the leadership team or leadership with a plan, but not actually putting it to anyone else.
Do you see a bit of that with what, with, with the businesses you're working with?
And this word's coming up quite a bit, and it's around maturity of knowledge around taking a team through a change process.
Now go out and do it." Whereas we know that going through some simple- Change processes around sharing that big vision, enabling the team, getting them up to speed, getting the skillsets done, changing the processes that are required so the team can actually perform to where the goal is going, so that maturity around the, you know, n- knowledge around change management is quite poor.
And there's a couple of simple ones out there, and we've talked about some in the past, and I think that's where some of those steps have gone.
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