Successful strategic delivery – in 90 days

For many UK businesses, the past 15 years have been characterised by almost continuous disruption. Brexit altered trading conditions, the pandemic exposed weaknesses in supply chains and operating models, and inflation, rising energy costs and geopolitical instability continue to affect margins, investment decisions and consumer demand.  Alongside this, digitalisation and the rapid adoption of AI are reshaping competitive dynamics across most sectors.

 

Against this backdrop, performance improvement has become an increasingly important board priority. Organisations that consistently outperform their peers are often distinguished not by better strategies, but by their ability to focus resources, accountability and execution on the activities that have the greatest impact on results. A disciplined performance improvement approach provides a practical framework for translating strategic intent into measurable outcomes.

 

Leadership teams already have a strategy. They have growth ambitions, transformation programmes and financial targets. The real challenge is often in the execution of these plans. Competing priorities, limited resources and day-to-day operational pressures can make it difficult to translate them into measurable results.

 

 

Focused reset

For businesses under pressure to improve performance, making rapid and visible progress is critical. Management teams should focus on identifying and implementing short-term improvements, or ‘quick wins’, that enhance cash flow, stabilise operations, rebuild trust and restore confidence among customers, employees and investors.

 

Typical actions may include tightening working capital management, reducing inventory levels, addressing operational issues promptly and engaging directly with key customers and suppliers. This approach also helps establish the discipline, accountability and focus required for sustained performance improvement.

 

 

Future readiness

While immediate performance improvement is essential, leadership teams must also consider what the organisation will need to remain competitive in the years ahead.

 

Future readiness requires focusing on building the capabilities needed for long-term success. This may include investment in digital enablement, data and AI integration, product and service innovation, sustainability initiatives, or the development of new business models.

 

It is important not to wait until performance has improved before considering future growth. Instead, leadership teams should develop future capabilities alongside current initiatives, ensuring the organisation is prepared for its next phase of development.

 

 

The 90-day delivery model

A structured 90-day performance model provides a practical way of achieving these objectives. By breaking activity into defined stages, organisations can focus management attention on the actions that will have the greatest impact, while maintaining momentum, accountability and visibility of progress.  Some of these stages may overlap. What matters most is structuring the work according to urgency and organisational needs. 

 

Days 1–5: Establish the ambition

The process begins by confirming the organisation’s objectives and assessing the gap between current performance and expected outcomes. This helps clarify the change agenda, identify the key constraints on delivery, and establish measurable priorities such as accelerating key initiatives and improving revenue or cost efficiency.

 

A thorough assessment should consider both internal and external factors. This helps identify the root causes of underperformance and avoid treating symptoms rather than underlying issues.

 

Days 6–20: Mobilise for wins

This phase focuses on mobilising the organisation for delivery by establishing governance arrangements, defining team charters, assigning accountability, agreeing performance measures and implementing reporting mechanisms to track progress. Quick wins should be identified and prioritised to build momentum and create confidence in the programme.

 

While mobilisation activities continue, the Optimise and Activate workstreams should commence as early opportunities are identified.

 

Days 11–50: Optimise to deliver

With stability beginning to return, attention should turn to improving efficiency and ensuring resources are being deployed effectively.

 

This stage involves a detailed review of cost structures, operating processes and organisational complexity. The goal is to eliminate inefficiency while protecting the organisation’s ability to grow.

 

In practice, this may include revising the business model, optimising the balance sheet, reinvesting savings into digital capability, or developing new market propositions. It can also involve reallocating investment towards areas that offer stronger returns or greater strategic importance.

 

For some businesses, these decisions can be difficult. However, addressing cost structures early often creates the capacity needed to support future growth and investment.

 

Days 30–80: Activate

The Activate phase is designed to help organisations test new ideas, address constraints and accelerate initiatives that have the potential to generate commercial value. This stage of the 90-day programme focuses on building the capabilities required for long-term success.

 

Cross-functional teams are typically tasked with exploring new revenue opportunities, improving customer experience, developing digital capabilities or trialling alternative operating models. Activities are delivered in focused sprints, with progress reviewed regularly against agreed outcomes.

 

Days 80-90: Consolidate

The final stage focuses on reviewing outcomes, capturing lessons learned, embedding successful practices and agreeing on the priorities and actions required to sustain momentum. 

 

 

Application in practice

This 90-day approach has proved effective across a range of sectors. In a recent example, a private equity-backed renewable energy company operating in emerging markets faced pressure to improve revenue performance. Supply chain delays were affecting product delivery, customer adoption was slower than forecast, and local operational capability was still being developed.

 

Using a 90-day delivery model, management defined a clear execution pathway with measurable priorities. This included strengthening contracts, adopting a diversified supply chain model and implementing a digital customer acquisition strategy supported by targeted marketing campaigns. In parallel, a local capability programme was established while leveraging outsourced expertise.

 

By addressing immediate operational challenges while investing in future growth, the business exceeded customer acquisition targets and established a resilience plan for its supply chain. More importantly, management established a clearer framework for prioritisation, execution and performance management beyond the initial 90-day programme.

 

 

The outlook

In an increasingly complex and fast-changing environment, organisations that succeed will be those that improve current performance while building future capability. A disciplined 90-day delivery model provides the structure, focus and accountability needed to navigate uncertainty, deliver results and sustain long-term success.

 

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Muibat Ijaiya is a Partner at Strategy Management Partners

 

Main image courtesy of iStockPhoto.com and filadendron