How to make your growth strategy deliver in 2026

As the year draws to a close, SME leaders are preparing to refresh their business plans for 2026.

But here’s the uncomfortable truth: most strategies fail long before they reach spring.

Not because ideas are flawed, but because the conditions for delivery were never created.

Here’s how to make 2026 different.

We see the same four issues hindering business strategies:

· Strategy often lives only in the mind of the business owner – it hasn’t been clearly articulated, stress-tested or shared

· There is a lack of alignment – if your team doesn’t understand why a strategy matters or how they can contribute, commitment quickly becomes inconsistent

· Strategy isn’t translated into a practical, actionable plan – without ownership, timelines and measurable outcomes, it is a document, not a performance driver

· The capacity of middle management is misjudged – between completing their day job and managing people, performance and change, this group needs the right structure and support to contribute to strategic objectives

The organisations that execute well share one common quality: clarity.

This extends to delegating responsibilities and articulating objectives.

Strategic plans should be simple and focused.

Most SMEs only need three or four core priorities at any one time, with each broken down into quarterly objectives.

A good way to test the deliverability of your strategic plan is to check whether your team can clearly explain what the priorities are, what their role is in delivering them and how progress will be measured.

When they can, you know you’re heading in the right direction.

However, for this to yield results, leadership is crucial.

This means adopting a clear structure and assigning decision-making authority to the right individuals.

When leaders are empowered to make decisions and take responsibility, progress is made and maintained.

Turning strategy into habit

One of the biggest pieces of advice we give to those looking to implement a successful strategy is to make it a habit.

To do so is simpler than it may seem, and hinges on establishing regular touchpoints with your team.

Start using your one-to-one meetings to discuss objectives, as well as tasks.

Take the time to discover the communication channels that work best for your business, and set clear standards to ensure proper use.

Add strategy to the agenda for company-wide meetings and updates.

Embed strategy into everyday rhythms and you will see progress being made.

However, habit is the result of both systems and behaviours.

Alongside implementing the above, pay attention to the behaviours linked to success.

This boils down to four: integrity, humility, accountability and resilience.

The leaders who deliver empower their teams, make difficult decisions and take responsibility when things don’t go to plan.

Couple your regular touchpoints with the right leadership qualities, and your strategy stands the best chance of succeeding.

December: the most underrated month for strategic success

Why do new year strategies lose momentum?

Often, it is because organisations put more energy into writing the plan than delivering against it.

December offers a chance to pause and consider what worked well, and what didn’t, in 2025.

Now is the time to realign leadership, refine priorities and set the core objectives for 2026, so your team enters January confident, focused and ready to deliver.

Strategy alone won’t move your business forward.

But strategy – combined with consistent and disciplined execution – absolutely will.

Andrew Silver, 360 Growth Partners

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