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“Execution is 95%.” - Daniel Ek, founder of Spotify That makes execution 20x more important than product ideas or vision. Yet, it’s far less talked about. These are the elements of great product execution: 1. Being code-ready Many stretched PMs pass on specs to engineering that aren’t code-ready. They miss a corner case, having bug-free design, or key technical understanding. You have to write a great PRD and have worked through user & technical details to be “code ready.” 2. Defining incremental releases Product execution is about translating vision and strategy to releases. Although the product vision is always grand, it’s a mistake to get there in one step. You have to build-ship-learn fast. Driving that cycle is the essence of execution. 3. Building things that match the team’s skills The magic of execution done right is it “fits.” It’s about working through the “little” details. When defining incremental releases, customize to the team. It’s best to reframe work that might throw off the team’s rhythm. 4. Pre-covering measurement Getting into executional details means working with analytics in advance to define the target metrics, how to set up the experiment, and whether eng understand the events & telemetry to put in place. Shallow PMs tend to miss one of these. 5. Volunteering to unblock the engineering team When building product in modern companies, numerous questions and dependencies arise. Great product execution is about recognizing & then volunteering to unblock these issues. It’s about being in the trenches of building. 6. Increasing the well-being of designers & engineers Great product execution is about thinking far enough ahead to minimize crunch. The worst mistake is burning out the team. The best, like Daniel, go further and motivate the team to see possibility when roadblocks arise. 7. Involving legal & compliance at the right times Sloppy execution treats compliance & legal as afterthoughts. Great execution builds in enough time for them to feedback & review designs. Poor execution experiences delays because this is missed. 8. Building the necessary cross-functional support Products almost always have implications for other teams: sales, marketing, support, other product teams. Execution is about making sure all those impacted teams are okay - ideally, happy - with the feature. 9. Keeping a close eye on the metrics Great execution means owning the outcome. You become the one people go to explain your team’s metrics. You should know the drivers of the big changes first. 10. Juggling all of these balls in the air at once Great execution is all about great prioritization. You have to do these 10 tasks and more. The key is to understand what can fall under the table, can be “just okay,” and must be done really well. As Daniel says, “If you keep executing, the right person will figure out how to sell umbrellas in the Sahara.”

🏗 How To Tackle Large, Complex Projects. With practical techniques to meet the desired outcome, without being disrupted or derailed along the way ↓ 🤔 99% of large projects don’t finish on budget and on time. 🤔 Projects rarely fail because of poor skills or execution. ✅ They fail because of optimism and insufficient planning. ✅ Also because of poor risk assessment, discovery, politics. 🎯 Best strategy: Think Slow (detailed planning) + Act Fast. ✅ Allocate 20–45% of total project effort for planning. ✅ Riskier and larger projects always require more planning. ✅ Think Right → Left: start from end goal, work backwards. ✅ For each goal, consider immediate previous steps/events. ✅ Set up milestones, prioritize key components for each. ✅ Consider stakeholders, users, risks, constraints, metrics. 🚫 Don’t underestimate unknown domain, blockers, deps. ✅ Compare vs. similar projects (reference class forecasting). ✅ Set up an “execution mode” to defer/minimize disruptions. 🚫 Nothing hurts productivity more than unplanned work. Over the last few years, I've been using the technique called “Event Storming” suggested by Matteo Cavucci to capture user’s experience moments through the lens of business needs. With it, we focus on the desired business outcome, and then use research insights to project events that users will be going through towards that outcome. On that journey, we identify key milestones and break user’s events into 2 main buckets: user’s success moments (which we want to dial up) and user’s pain points or frustrations (which we want to dial down). We then break out into groups of 3–4 people to separately prioritize these events and estimate their impact and effort on Effort vs. Value curves (https://lnkd.in/evrKJUEy). The next step is identifying key stakeholders to engage with, risks to consider (e.g. legacy systems, 3rd-party dependency etc.), resources and tooling. We reserve special timing to identify key blockers and constraints that endanger successful outcome or slow us down. If possible, we also set up UX metrics to track how successful we actually are in improving the current state of UX. When speaking to business, usually I speak about better discovery and scoping as the best way to mitigate risk. We can of course throw ideas into the market and run endless experiments. But not for critical projects that get a lot of visibility — e.g. replacing legacy systems or launching a new product. They require thorough planning to prevent big disasters and urgent rollbacks. If you’d like to learn more, I can only highly recommend "How Big Things Get Done" (https://lnkd.in/erhcBuxE), a wonderful book by Prof. Bent Flyvbjerg and Dan Gardner who have conducted a vast amount of research on when big projects fail and succeed. A wonderful book worth reading! Happy planning, everyone! 🎉🥳

One of the biggest risks in project execution is underestimating the role of project planning. Too often, planning is seen as a dreaded paper exercise or just a compliance formality—rather than the strategic backbone of successful delivery. When planning is sidelined, the consequences are real: 1.Unrealistic timelines that lead to delays and cost overruns 2.Weak risk management, leaving teams vulnerable 3.Poor resource allocation, creating bottlenecks and inefficiencies 4.Lack of accountability, making it hard to track and measure progress 5. When you need to claim CE, Delays and EOT you’re not able to prove it. Everyone needs to understand the project , the key milestones the critical path and follow the sequencing of the plan. Project planning is not a solo effort. It cannot be done by the planner in isolation. It requires collaborative input from supervisors, construction managers, project managers, clients, and all relevant stakeholders. Everyone must be in alignment. The plan should be agreed upon, signed off, and form part of the contractual agreement to ensure clarity, accountability, and mutual commitment. This plan will also inform the project success rating As project planners, we don’t just draw up schedules—we drive: • Project visibility • Execution efficiency • Risk mitigation • Alignment to strategic objectives • Optimise resources and project delivery. I remember one of my projects where the project planner wasn’t taken seriously—until the project hit trouble. Suddenly, everyone turned to the planner for solutions. I was then called an advisor, Now that the pressure was on, the very plan they disregarded became the project’s lifeline. Let’s shift the mindset. Planning is not a checklist item—it’s the foundation of successful execution. And when it’s time to claim progress or recover a struggling project, it’s the same plan that will save the day and company lots of money. #ProjectManagement #ProjectPlanning #StrategicExecution #RiskManagement #LeadershipInProjects #PlanningMatters #EnergySector #Substations #PowerStations #InfrastructureDevelopment #ConstructionProjects #EngineeringLeadership #ExecutionExcellence #ProjectControl #PlanningForSuccess #CostControl #ScheduleMatters #BuiltEnvironment #PlannerVoice #ProjectLeadership #MindsetShift #CollaborationInProjects #StakeholderAlignment #ContractManagement #TeamworkInExecution

Strategy without execution is just a nice idea. The Execution Premium Process (XPP) turns strategy into sustained results—and here’s how: ☑ Bridges the gap between planning and doing   ↳ Aligns teams with strategy using scorecards and strategy maps   ↳ Translates big ideas into daily actions  ☑ Connects strategy to budgets and operations   ↳ Ensures goals are resourced and tracked   ↳ Keeps dashboards focused on what matters  ☑ Enables continuous improvement   ↳ Monthly reviews, lead/lag indicators, and feedback loops   ↳ Built-in agility through scenario planning  ☑ Institutionalises strategic focus   ↳ The Office of Strategy Management (OSM) drives execution   ↳ Keeps strategy alive across leadership changes  ☑ Embeds proactive risk management   ↳ Identifies threats early with Strategic Risk Indicators   ↳ Adjusts plans before it’s too late  Remember 1. Strategy fails without structure.   2. XPP turns plans into real progress.  If you’re looking to operationalise strategy at scale, XPP might be your blueprint. P.S. If you like content like this, please follow me.

Most project failures aren’t execution errors. They’re upstream misunderstandings. Your Gantt chart is already in trouble if the problem isn’t framed right. In matrix environments, the pressure to move often overrides the need to understand. So, projects get scoped before anyone agrees on what’s actually broken. That’s why top-performing PMs use something called Phase Zero. A short, high-leverage pre-kickoff moment focused on problem framing, not just planning. This isn’t fluffy. It’s structured. Here’s how you know problem framing is working: ✔️ Context is documented: Why this problem matters now ✔️ Success is defined: What done looks like, clearly and measurably ✔️ Constraints are visible: Time, tech, political, or data limitations ✔️ Assumptions are surfaced: What’s being taken for granted and tested early ✔️ Stakeholder perspectives are aligned: You’ve validated that everyone sees the same issue Skipping this feels faster. But it costs you alignment, momentum, and team trust when change hits mid-execution. Execution doesn’t start at kickoff. It starts with shared clarity. And problem framing is how you get there. → Found this helpful? Repost and follow Jesus Romero for frameworks that make execution smarter, not just faster.

Execution is Not Tactical. It is Leadership. Execution does not get enough respect in product management conversations. We talk about vision. We talk about strategy. We talk about owning outcomes. All of that matters. But none of it matters if you do not execute well. Execution is where credibility is earned. It is where trust is built. It is where strategy meets reality. So what does proper execution look like? 🎯 Define the problem before you build Strong execution starts upstream. You clarify the problem. You align stakeholders on the outcome. You quantify the opportunity. You define how success will be measured. If you cannot tie the work to revenue, retention, cost reduction, or customer experience, you are not ready to execute. 🛑 Protect focus and priority You guard the roadmap. You push back on scope creep. You resist the urge to chase every new request. Execution requires discipline. When priorities shift weekly, teams slow down and morale drops. Focus drives momentum. 🧠 Create clarity for engineering - Clear problem statements. - Clear acceptance criteria. - Clear tradeoffs. Ambiguity creates rework and rework kills velocity. When engineering understands the why and the constraints, delivery accelerates and quality improves. 📊 Measure outcomes, not output Shipping features is activity. Driving adoption is execution. Improving revenue, retention, margin, or NPS is success. If you are not reviewing post launch performance, you are managing releases, not products. 🤝 Orchestrate cross functional readiness You align sales on positioning. You equip marketing with messaging. You prepare support for new workflows. You ensure implementation teams are trained. If the feature ships and the organization is unprepared, execution failed. Execution is not busy work. It is disciplined coordination across the business. It requires judgment, prioritization, communication, and accountability. Here is the reality. A strong strategy with weak execution fails. A good strategy with strong execution often wins. You need both. You set the direction. You align the organization. You deliver measurable outcomes. Execution is not beneath product leadership. It is proof you can turn strategy into results.

7:40 a.m. My phone buzzes before coffee. Slack shows 19 unread threads. The product board has six "must ship" features. My inbox spits out another vendor's "urgent" proposal. 𝐄𝐱𝐞𝐜𝐮𝐭𝐢𝐨𝐧 𝐁𝐫𝐢𝐞𝐟: How to Choose Your Next Bet 𝐖𝐡𝐚𝐭 𝐡𝐮𝐫𝐭𝐬: Your team spreads across ten fires. Energy leaks everywhere. Progress stalls. 𝐖𝐡𝐞𝐫𝐞 𝐲𝐨𝐮 𝐬𝐥𝐢𝐩: You chase "all important" projects, drown in half-finished work, and nothing moves the needle. 𝐒𝐚𝐲/𝐃𝐨/𝐃𝐨𝐧’𝐭: 1. Say: "This quarter we win in one place." 2. Map the projects that actually shift revenue or risk. 3. Kill the "good ideas" that don’t rank in the top two. 4. Don’t delegate until you’ve cut the list yourself. 𝐑𝐞𝐚𝐥 𝐞𝐱𝐚𝐦𝐩𝐥𝐞: At my last company, we had 14 active initiatives. Customers only felt the impact from one: faster onboarding. We froze the other 13, shipped onboarding in 5 weeks, and cut churn by 22%. 𝐈𝐟 𝐲𝐨𝐮 𝐨𝐧𝐥𝐲 𝐫𝐞𝐦𝐞𝐦𝐛𝐞𝐫 𝐨𝐧𝐞 𝐭𝐡𝐢𝐧𝐠 Spreading thin is slower than saying no. 𝐓𝐡𝐞 𝐅𝐨𝐜𝐮𝐬 𝐏𝐫𝐨𝐭𝐨𝐜𝐨𝐥 1. Write all active bets on one page 2. Rank by business impact, not gut feel 3. Circle the single top priority 4. Freeze or kill everything else 5. Commit resources until finished 𝐎𝐧𝐞 𝐋𝐢𝐧𝐞 𝐭𝐡𝐚𝐭 𝐇𝐮𝐫𝐭𝐬 Your people burn out not from work, but from your indecision. 𝐘𝐨𝐮𝐫 𝐓𝐞𝐬𝐭 𝐓𝐨𝐝𝐚𝐲 Open your project list. Cross out everything but two bets. Tell the team before noon. What’s harder for a leader: choosing the bet or killing the rest?

I'll never forget the day I was handed a 50-page strategy deck created by a top consultancy and I was told by a senior leader that I owned the execution. My first thought? "What... is... this?" It was a list of 20+ projects and initiatives, each supposedly solving critical business problems. Sounds great, right? Wrong. I stared at this document, completely lost. I didn't understand half the business challenges mentioned. I had no idea what value we'd actually deliver or how to measure it. The resource requirements were completely undefined (people, budget), there was no prioritization and some of the initiatives weren't even feasible with our current systems and capabilities. Yet there I was, expected to report progress monthly to a steering team. Yes, I was expected to execute a strategy I didn't understand, with a team I didn't have, solving problems I couldn't articulate, delivering value I couldn't measure. Sound familiar? That day I learned that a strategy without an executable plan is just an expensive PowerPoint deck. Turning strategy into reality requires: ✅ Breaking down each initiative into specific, actionable steps ✅ Understanding the "why" behind every project ✅ Honest resource and capability assessments ✅ Clear success metrics defined upfront ✅ Prioritization based on feasibility and impact ✅ Building the right team with the right skills I spent the next three weeks deconstructing that "strategy," interviewing stakeholders, validating assumptions, and building an actual executable roadmap. Some initiatives got killed, others got combined and priorities shifted based on real constraints. Strategy without an execution framework is hallucination and execution without clarity is chaos. Have you ever been handed a strategy and thought "now what?" Share your own story of turning strategic chaos into tactical clarity. #StrategyExecution #Leadership #ProjectManagement #BusinessStrategy #ChangeManagement https://lnkd.in/gqRFDRW7