Every organization has a strategy—on paper. But only a few have one that truly works in practice.
The rest suffer from what we call Broken Strategy Syndrome: the creeping misalignment between intentions and actions, between the plan and the people.
At StrategicAlignment.org, we study these breakdowns not as failures, but as opportunities to rebuild stronger. Let’s explore what a “broken strategy” looks like, how it happens, and how you can fix it—using the Four Levers of Controlframework by Harvard Business School’s Robert Simons.
What Does a Broken Strategy Look Like?
A broken strategy doesn’t fail overnight. It erodes.
You see it in small moments:
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Teams chasing competing priorities.
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Metrics that reward activity, not outcomes.
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People asking, “What are we really trying to do?”
Eventually, execution fractures. The organization might still be busy—but not effective.
Two famous examples illustrate this clearly:
Example 1: The Seahawks’ Super Bowl Breakdown (2015)
With 26 seconds left in Super Bowl XLIX, the Seattle Seahawks were one yard from victory. The strategy was simple: run the ball with Marshawn Lynch, their powerhouse running back.
Instead, they called a pass play.
The result: an interception by New England’s Malcolm Butler that sealed the Patriots’ win.
This wasn’t just a bad call—it was a strategy execution breakdown.
Under pressure, decision-makers lost alignment with the core strategy: leverage your strengths, minimize risk, finish strong.
The play exposed a disconnect between the team’s intended strategy (power through) and the actions on the field (take a low-probability risk).
Example 2: Kodak’s Slow Collapse
For decades, Kodak’s strategy was built on selling film. They even invented the digital camera. But instead of embracing it, they buried it—fearing it would cannibalize film sales.
Kodak’s leaders misunderstood their true purpose: capturing memories, not selling film.
The strategy broke not because of bad ideas—but because the organization’s controls, incentives, and beliefs all anchored to an outdated model. When digital photography reshaped the market, Kodak couldn’t pivot fast enough.
Why Strategies Break
Most broken strategies stem from one of four issues:
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Misaligned goals – Departments pursue what’s good for them, not the company.
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Weak communication – Strategy isn’t translated into daily action.
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Inconsistent incentives – Rewards don’t match desired behaviors.
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Cultural inertia – People cling to the old way, even as the world changes.
When these forces take root, even the best strategy slides off course.
The Four Levers of Control: Your Framework to Fix It
Robert Simons’ Four Levers of Control provide a blueprint to restore alignment and discipline—without killing innovation.
Let’s apply them to the idea of fixing a broken strategy.
1. Belief Systems – Reignite Purpose
“What do we stand for, and why does it matter?”
Revisit your organization’s core values and mission. Like Kodak, many companies lose sight of the real “why.”
A clear belief system empowers teams to act confidently, even without constant oversight.
Ask: If our people had to make a game-time decision (like the Seahawks), would they know our true playbook?
2. Boundary Systems – Set the Guardrails
“What’s off-limits?”
Boundaries prevent chaos. Define the non-negotiables—ethical standards, risk limits, and red lines.
In Seattle’s case, the boundary might have been simple: “Never overthink within one yard.”
Boundaries don’t restrict creativity—they protect it from self-destruction.
3. Diagnostic Control Systems – Measure What Matters
“Are we on track?”
A strategy is only as strong as its feedback loops.
Use dashboards, KPIs, and scorecards that track strategic outcomes, not just operational volume.
Kodak measured film sales, not customer adoption of new formats. Had they tracked memory capture share, they might still be thriving today.
4. Interactive Control Systems – Keep the Conversation Alive
“Are we still focused on the right things?”
This lever turns strategy into an ongoing dialogue.
Leaders must continually challenge assumptions, surface new data, and keep the organization curious.
When market shifts occur—or competitors pivot—your teams should already be discussing implications, not reacting after the fact.
From Broken to Aligned
Fixing a broken strategy isn’t about rewriting the plan—it’s about reconnecting people to it.
At StrategicAlignment.org, we help organizations build frameworks that do exactly that:
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Establish clear belief and boundary systems.
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Align metrics to outcomes.
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Create feedback loops that make strategy part of the daily rhythm.
Because in the end, strategy isn’t a document—it’s a living system of alignment.
Final Thought
Malcolm Butler’s interception. Kodak’s decline.
Both remind us: strategy fails not when people make mistakes—but when they lose sight of what matters most.
When alignment fades, even great teams stumble.
When alignment is restored, even underdogs win championships.
Ask yourself: is your strategy clear enough that everyone knows what to do in the final seconds?
