Why is execution the hardest part of scaling a tech business?
- 16 hours ago
- 2 min read
In my B2B marketing consultancy role, I often help tech companies with transformation and growth. What they often need help with is translating the overall company strategy into a pragmatic marketing strategy and plan that actually move the needle. They have "done things" but not necessarily the right things – their marketing activities are often ad hoc with no real foundation.
So I often start with two things:
1. Understanding the DESIRED STATE / LONG-TERM OBEJECTIVE (not next quarter): What type of company do we want to be, desirable position in the market, prioritized target groups, segments, markets, how do we want to be perceived, what are our long-term growth objectives, how does the company intend to get there (most important strategic initiatives).
I usually start by reading through and getting a walk-trough of the company strategy/business plan for the next 3-5 years. Many companies have developed one, often together in the management team and with the Board, sometimes together with external advisors, management consulting agencies, etc. Then I think about what will be required of the company in the form of marketing and brand building to reach that objective.
2. Understanding the CURRENT SITUATION: Analyze where the company is today: maturity level, position in the market, competitor situation, product/offering, how the company is perceived today and what has been done to get there. I identify the gaps compared to the long-term objective/desired state and make recommendations for how to fill the gaps.
The marketing plan then becomes an action plan that is clearly linked to addressing those gaps – the most important steps towards the desired goal.
We then need to break down the marketing plan into consistent, measurable actions week in and week out.
In our latest podcast episode, we explore the Scaling Up framework – People, Strategy, Execution, Cash – and how to stop the "execution wobble".
Key takeaways include:
Working backwards: How to connect a 10-year BHAG (Big Hairy Audacious Goal) to your three-year strategic position and, ultimately, your Monday morning to-do list.
Ruthless prioritization: Identifying the one or two high-impact initiatives each quarter that actually move the needle.
The leader's evolution: Shifting your role from "Functional Expert" and "Doer" to "Strategic Delegator".
Learn how to go from strategy to scalable execution that allows you to grow a little every day.
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